cfd

A
PROJECT REPORT ON

Analysis and optimization of Maintenance Management of Instruments at M/s. Ashapura Volclay ltd.

UNDER U!ERVI I"N "#$

MA%E % &%ANDANI

U'MI((ED ')
NAME ENR",,MEN( N" $ $ (RU!(I *" +AMI -./-01/20

u3mitted in partial fulfilment of the re4uirements for 4ualifying

M'A 5"!ERA(I"N6

Analysis and optimization of Maintenance Management of

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Instruments at M/s. Ashapura Volclay ltd

Under uper7ision of

Mahesh &handani

u3mitted 'y$ Name Programme Code Enrollment No. Name of the Study Centre Study Centre Code : : : : : (rupti *os8ami M'A 5"!ERA(I"N6 -./-01/20 Adipur -109

&ER(I#I&A(E "# "RI*INA,I()

This is to certify that the project titled :Analysis and optimization of Maintenance Management of Instruments at M/s. Ashapura Volclay ltd; is an original wor of the Student and is !eing su!mitted in partial fulfillment for the award of the :M'A 5"!ERA(I"N6; of Indira *andhi National "pen Uni7ersity. This report has not !een su!mitted earlier either to this "ni#ersity or to any other "ni#ersity$%nstitution for the fulfillment of the re&uirement of a course of study.

Signature of Student

Signature of Super#isor

'

A&<N"+,ED*EMEN(
(ith Candor and Pleasure % ta e opportunity to e)press my sincere than s and o!ligation to my esteemed guide Mr. Mahesh &handani. %t is !ecause of his a!le and mature guidance and co*operation without which it would not ha#e !een possi!le for me to complete my project.

%t is my pleasant duty to than all the staff mem!er of the computer center who ne#er hesitated me from time during the project.

+inally, % gratefully ac nowledge the support, encouragement - patience of my family, and as always, nothing in my life would !e possi!le without .od, Than /ou0

5(RU!(I *" +AMI6

DE&,ARA(I"N
% here!y declare that this project wor titled :Analysis and optimization of

Maintenance Management of Instruments at M/s. Ashapura Volclay ltd; is my original wor and no part of it has !een su!mitted for any other degree purpose or pu!lished in any other from till date.

5(RU!(I *" +AMI6

TABLE OF CONTENT

("!I&
1. Title of the Project 2. %ntroduction '. 5e#iew of literature 1. 7!jecti#e of Study 2. 5esearch 8ethodology 9. :ata +indings and ;nalysis

!A*E N" 3 4 '6 12 1' 12 3' 31 33 34

3. <imitation 4. Conclusion =. 5eferences 16. >uestionnaire

&%A!(ER = /
IN(R"DU&(I"N

8aintenance 8anagement is an orderly and systematic approach to planning, organi?ing, monitoring and e#aluating maintenance acti#ities and their costs. ; good maintenance management system coupled with nowledgea!le and capa!le maintenance staff can pre#ent !rea down pro!lems and en#ironmental damage@ yield longer asset life with fewer !rea downs@ and result in lower operating costs and a higher &uality of instruments.

Importance
8aintenance management is crucial to companies !ecause proper maintenance ma es wor ers aware of the resources with which they ha#e to wor . (hen wor ers are aware of the cost and nature of their maintenance resources, they are less li ely to !e wasteful with those resources. They also are more aware of how their resources and maintenance wor impacts the en#ironment. ; good maintenance management system ma es wor more efficient and increases the &uality of #isitor e)periences. 8aintenance is an important factor in &uality assurance, which is another !asis for the successful competiti#e edge. %nconsistencies in e&uipments lead to #aria!ility in product characteristics and result in defecti#e parts that fail to meet the esta!lished specifications. Aeyond just pre#enting !rea downs, it is necessary to eep e&uipments operating within specifications Bi.e. process capa!ilityC that will produce high le#el of &uality. .ood maintenance management is important for the company cost control. ;s companies go in for automation to !ecome more competiti#e, they increasingly rely on e&uipments to produce a greater percentage of their output. %t !ecomes more important that, e&uipments operate relia!ly within specifications. The cost of idle time is higher as e&uipment !ecomes more high*tech and e)pensi#e e.g. NC$CNC machines and ro!ots.

:ependa!ility of ser#ice is one of the performance measures !y which a company can distinguish itself from others. To esta!lish a competiti#e edge and to pro#ide good customer ser#ice, companies must ha#e relia!le e&uipments that will respond to customer demands when needed. E&uipments must !e ept in relia!le condition without costly wor stoppage and down time due to repairs, if the company is to remain producti#e and competiti#e. 8any manufacturing organi?ations, particularly those with D%T BDust*%n*TimeC programs are operating with in#entories so low that, they offer no protection in the e#ent of a lengthy e&uipment failure. Aeyond the cost of idle e&uipment, idle la!or, and lost ales that can result from a !rea down, there is a danger of permanently losing mar et shares to companies that are more relia!le. 8aintenance function can help pre#ent such as occurrence. 7rgani?ations li e airlines and oil refineries ha#e huge in#estments in the e&uipment. E&uipment failure will !e disastrous for such companies. They need proper maintenance to e&uipment in good condition. eep the

Interrelationship
8aintenance management is interrelated with other forms of management in a !usiness. +or e)ample, it is connected to financial management, since a maintenance management system determines how maintenance resources, which ha#e a cost, are allocated and used up. Ausiness owners and operators cannot de#elop or adjust their maintenance management systems without also addressing other management systems within the company.

Re4uirements
To de#elop a proper maintenance management system, a company first has to e#aluate its current maintenance practices to determine what maintenance tas s and resources are used and necessary. %deally, the maintenance management system should !e a!le to record maintenance tas s and in#entory$resources, pro#ide feed!ac to the facilities operations manager for analysis, and support the needs of the company and its customers. Computeri?ed maintenance management software programs often can meet these re&uirements and greatly reduce the amount of wor necessary compared to manual systems.

The word E7perationF is usually lin ed with E8aintenanceF. To put these terms in conte)t, 7peration is the performance of wor or ser#ices and the pro#ision of materials and energy to ensure the day*to*day proper functioning of an asset, e.g., the wor acti#ities, associated chemicals and electricity to run a water treatment plant. ;s such, it has a direct !ut simple impact on the cost of operating an asset. 8aintenance is the wor performed on an asset such as a road, !uilding, utility or piece of e&uipment to preser#e it in as near to its original condition as is practical and to reali?e its normal life e)pectancy. This Technical %nformation :ocument, as its name implies, concentrates on maintenance management systems only. %n general, maintenance can !e classified into the following categories: 5a6 5outine * ongoing maintenance acti#ities such as cleaning instruments and regular cali!ration chec ing, which are re&uired !ecause of continuing use of the facilities. 536 Pre#enti#e * periodic adjustment, lu!rication and inspection of mechanical or other e&uipment to ensure continuing wor ing condition@ and 5d6 Emergency * une)pected !rea downs of assets or e&uipment. These are unpredicta!le or reacti#e type of maintenance and are more difficult to schedule than the a!o#e three categories.

"3>ecti7es of Maintenance Management

The following are some of the o!jecti#es of maintenance management: %. 8inimi?ing the loss of producti#e time !ecause of e&uipment failure Bi.e. minimi?ing idle time of e&uipment due to !rea downC. %%. %%%. %G. G. G%. G%%. 8inimi?ing the repair time and repair cost. 8inimi?ing the loss due to production stoppages. Efficient use of maintenance personnel and e&uipments. Prolonging the life of capital assets !y minimi?ing the rate of wear and tear. To eep all producti#e assets in good wor ing conditions. To ma)imi?e efficiency and economy in production through optimum use of facilities. 16

G%%%. %H.

To minimi?e accidents through regular inspection and repair of safety de#ices. To minimi?e the total maintenance cost which includes the cost of repair, cost of pre#enti#e maintenance and in#entory carrying costs, due to spare parts in#entory.

H.

To impro#e the &uality of products and to impro#e producti#ity

&"M!AN) !R"#I,E
Esta!lished in 1=96, ;shapura .roup is %ndiaIs largest mutimineral solutions pro#ider. The flagship company ;shapura <td. is listed on %ndiaIs premier e)changes. ;shapura 8inechem <td. is a part of the ASE 8idcap - ASE 266 indices. The group has mining - mineral processing facilities in .ujarat, 8aharashtra, Jarnata a, Jerala, ;ndhra Pradesh and 7rissa. Today ;shapura .roup has attained glo!al status with projects in Aelgium, Nigeria, 7man and 8alaysia. ;shapura .roup is one of the significant glo!al players in !au)ite and is amongst the worldIs top fi#e Aentonite companies. ;shapura also dominates the #alue added segments in the country for Aleaching Clay, .eosynthetic Clay <iners, Clay Catalysts, Calcined Aau)ite, etc. Ashapura has ad#anced from !eing a single mineral company to a specialist in industrial minerals. Aentonite, the multi*tas ing mineral, continues to !e a core product with di#erse applications in industries that range from agriculture to en#ironment and foundry to edi!le oils and cosmetics to medicine New applications for the industries presently !eing catered as well as for new industries are de#eloped e#ery year through indigenous and glo!al research. The companyIs di#ersification into !au)ite was a major mo#e and today Ashapura is among the ey players in Aau)ite from %ndia. 7ur strategy to e)pand our mineral portfolio is paying rich di#idends as we ha#e added Jaolin, ;ttapulgite, Aarites, +eldspar and many other allied minerals to our product portfolio. ; new e)citing area, with immense growth potential and limitless possi!ilities, opened when the company decided to mo#e into #alue added products. ;t present our major #alue added products

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are Aleaching Clay, Clay Catalysts, .eosynthetic Clay <iners B.C<C, and Calcined Aau)ite and #ery soon it will !e alumina. ;ll our products come with a promise of ?no compromise on 4uality@. (hen Na7nitlal R. hah, the CompanyIs Chairman, returned to %ndia from Aurma, he had

confidence in his a!ility to con#ert opportunities to a profita!le #enture. Ke started a partnership !usiness in !entonite in the 96Is. Ay the early 46Is, the !usiness flourished due to the e)port of drilling grade of Aentonite to the 8iddle East. The war in the 8iddle East forced the company to e)plore new applications. Since then ;shapura ne#er had to loo .

ome ma>or milestones

1=96 : 8r. N.5. Shah starts a partnership !usiness in !entonite 1=36 : ;n 7ffice and a factory was set up in Ahuj 1=32 : +irst e)port order recei#ed from /ugosla#ia and then %ra& 1=32 : Chetan Shah, the ChairmanIs son, joins the !usiness 1=46 : The Shah family separated from their partners 1=46 : ;lternate uses of !entonite e)plored li e oil - water well drilling, iron ore pelleti?ation, metal casting, ci#il engineering, !leaching clay etc 1=42 : The partnership firm was con#erted to a Company 1==1 : 8ar eting alliance esta!lished with 8itsu!ishi Corporation. 8ajor support recei#ed mainly in de#eloping Aentonite for %ron 7re Pelleti?ation 1==2 : ;shapura Shipping <td. B;S<C esta!lished 1==' : ;shapura 8inechem <td went pu!lic with an e&uity issue of 966,666 shares

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1==2 : :i#ersification into !au)ite !usiness 1==2 : Cat <itter !usiness was started 1==3 : %ndo*;merican*Dapanese joint #enture ;shapura Golclay <imited started to manufacture #alue added Aentonite products 1=== : ;8C7< %nternational Corporation ac&uires 26L sta e in ;shapura 8inechem <td. 2661 : Esta!lished a state*of the *art Jnowledge - %nno#ation Centre at Aelapur 2661 : ;shapura ac&uired 21L sta e in 8$s. Aom!ay 8inerals <td. 2662 : Successful commissioning of ;cid ;cti#ated Aleaching Clay plant 266' : Calcined Aau)ite plant commissioned 2661 : ;shapura .roup crosses 5s. 266 crores turno#er 2662 : 5ecei#ed in*principle appro#al from .ujarat .o#ernment for setting up ;lumina 5efinery 2662 : .eosyntheic Clay <iners B.C<C plant commissioned 2669 : Aleaching Clay Plant capacity dou!led from 22,666 tons to 26,666 tons New glo!al projects* Nigeria, ;ntwerp, 8alaysia New domestic projects * Port infrastructure, Jerala for Jaolin 2669 : 5s. 2266 crore Jutch alumina refinery project recei#es final 7J from .ujarat .o#ernment 2663 : Aegan setting up a project at 7man 266= : Signed 8o" with .o#ernment of 8aharashtra to set up a state*of*the*art ;lumina Comple), with a refinery, smelter and capti#e power plant 2616 : New %nitiati#es in %ndonesia to e)plore #alue added 8inerals

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*R"U! &"M!ANIE

Ashapura *roup is one of the pioneers in the de#elopment of industrial minerals in %ndia. %t is the worldIs fifth largest producer of Aentonite and the largest e)porter of Aentonite and metallurgical grade Aau)ite from %ndia. ;shapura 8inechem <td. ;shapura Golclay <td. B;G<C ;shapura %nternational <td. ;shapura Claytech <td. ;shapura Shipping <td. ;shapura E)ports <td. Aom!ay 8inerals <td. ;shapura 8inechem B";EC +ME ;shapura +oundation

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*,"'A, (IEU!
Kead&uartered in %llinois ".S.;, ;8C7< %nternational Corp. B;8C7<C is a leading international producer and mar eter of #alue added Aentonite, specialty minerals and related products. ;8C7< operates 94 facilities in ;sia, ;ustralia, Europe and North ;merica with its products ser#ing 12 major mar ets, including metal casting, detergents, pet products, !uilding materials and personal care. ;8C7< is listed on the N/SE with a mar et capitali?ation in e)cess of "S: 1 !illion. ;8C7< has 26L sta e in the Ashapura *roup@s flagship company ;shapura 8inechem <td. since 1===. ;8C7< is also ;shapuraIs e&ual partner in Ashapura Volclay ,td. which is in the Aleaching Clay and .eosynthetic Clay <iners B.C<C !usinesses. 5ecently ;shapura and ;8C7< ha#e jointly esta!lished a mineral processing comple) at ;ntwerp, Aelgium. The state*of*the*art technology for Ashapura Volclay ,imited project was ac&uired from 8i?usawa %ndustrial Chemical <imited, a Ta eda group company, which is the second largest pharma enterprise in Dapan. The company also licensed the right to use their world famous !leaching clay !rand E.alleonF. The !leaching clay is used to refine all type of oils and wa)es and is the only product of its ind in %ndia today. Mitsu3ishi &orporation A Bapan Mitsu3ishi &orporationA Bapan is our mar eting partner for !entonite and !au)ite sales across the glo!e. 8itsu!ishi Corporation played a #ery important role in !ringing 8i?usawa technology and !rand to %ndia. %udsonCM!A dn. 'hd.A Malaysia Kudson*8P; Sdn. Ahd. is an ;ssociate Company in which Ashapura Minechem ,td. has a su!stantial sta e.

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Kudson*8P; Sdn. Ahd. is a renowned - relia!le manufacturer and e)porter of industrial a!sor!ents suita!le for numerous applications which meet stringent specifications and international standards of &uality.

VI I"N MI

I"N AND VA,UE

AshapuraDmeans %opes Realized. "ur Mission (e ha#e a simple !ut uni&ue mission statement: (e will li#e up to our nameN (e will consistently wor to realize hopesD ours and those of our sta e holders * customers, !usiness associates, shareholders, employees, community, go#ernments. Kopes fulfilled gi#e rise to new hopes resulting in continuous impro#ement in the pursuit of e)cellence. "ur Vision To emerge as a world class company and preferred partner to di#erse industries through proacti#e customer support, inno#ation and cutting edge technology. 7ur standards of integrity, relia!ility and social responsi!ility will !ecome !enchmar s for other companies to emulate. The commitment, ?eal and team spirit of our human resources will ena!le us to transform this #ision to reality. "ur Values %n times of constant change our #alues will remain constant O integrity, inno#ation, partnership, respect, responsi!ility, sta!ility, transparency, ?eal O these will create more #alue for our company and our customers.

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MANA*EMEN( "# (%E &"M!AN)

hri Na7nitlal R. hah 5EEecuti7e &hairman6 Na#nitlal 5. Shah, the E)ecuti#e Chairman, is a founder of the ;shapura .roup of Companies with o#er three decades of e)perience in the industry. Ke can !e descri!ed as pioneer in !entonite processing in %ndia. Ke started with a partnership firm in 1=93, which !ecame a pri#ate limited company in 1=42 and which is now a pu!lic limited company. Ke has !een the Chairman of Processed 8ineral Panel of C;PEH%< and Chairman of E)port Promotion Committee of the 8ineral 8erchants and 8anufacturers ;ssociation of %ndia, 8um!ai. hri &hetan hah 5Managing Director6 Chetan Shah, the 8anaging :irector, has more than 24 years of e)perience in the !entonite industry and is responsi!le for the o#erall management. Ke is a commerce graduate and his s ills in mar eting are well esta!lished. "nder his guidance, we ha#e achie#ed e)cellence in e)ports of !au)ite and other #alue added products. mt. Dina &. hah 5Resigned 8.e.f /st #e3 0-//6 5NonCEEecuti7e Director6 8rs. :ina Chetan Shah is an ;rts .raduate and acti#ely in#ol#ed in the discharge of CompanyIs !ene#olent and social o!ligations. hri !iyush Vora 5NonCEEecuti7e Director6 Piyush ;. Gora is a >ualified Chartered ;ccountant. Ke has e)perience of more than 19 years in the professional practice and in %n#estment and Portfolio 8anagement, ;ccounts, <aw and +inance.

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hri AshoF <adaFia 5NonCEEecuti7e Director6 ;sho Jada ia is an %ndustrialist with o#er ' decades of e)perience in Chemical %ndustry. hri ,arry +asho8 5NonCEEecuti7e Director6 <arry (ashow is the President and CE7 of ;8C7< %nternational Corporation. Ke has a AachelorIs :egree from 8iami "ni#ersity in 7)ford, 7hio, and a 8asterIs :egree in Ausiness ;dministration from Northwestern "ni#ersity in E#a!ston, %llinois, "S;. hri A3hilash Munsif 5NonCEEecuti7e Director6 ;!hilash 8unsif is a well*e)perienced diplomat, fully con#ersant with the wor ing of "nited Nation systems and the Kigh <e#el Commissions. Ke has wor ed for 4 years in pri#ate sector in <ondon. Ke has also held positions at C+7 $ C;7 $ :irector <e#el with se#eral organs of "nited Nations in Swit?erland, ;sia - ;frica and with Kigh <e#el Commissions li e ESouth CommissionF, comprising 14 countries - Summit le#el group of :e#eloping Countries B.*12C comprising 12 countries. Kis last assignment was with P(orld %ntellectual Property 7rgani?ation B.ene#aC as the :irector of +inance for 4 years. Ke has tra#elled e)tensi#ely to o#er 26 countries, has met se#eral heads of the states and$or go#ernments, and has esta!lished e)cellent connections at the highest le#el in se#eral countries in ;sia, ;frica, <atin ;merica and the 8iddle East. hri %arish Moti8alla 5NonCEEecuti7e Director6 Karish 8otiwalla is a fellow 8em!er of %nstitute of Chartered accountants of %ndia. Ke is also a <aw .raduate. Ke has also completed :%S; certification Course conducted !y %nstitute of Chartered ;ccountants of %ndia. Ke is a Practicing Chartered ;ccountant and has #ast e)pertise in the field of accounts, finance and corporate go#ernance.

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(EAM "# ENI"R EGE&U(IVE

;shapuraIs 8anagement Team is a healthy mi) of persons who ha#e grown from within the company and management professionals with se#eral years of e)perience in related companies and fields. 8r. Chetan Shah O CE7 - 8anaging :irector 8r. 5aji# .andhi .roup C+7 8r. Kemul Shah 8r. :ilip .andhi 8r. :ipa Gora 8r. 8anoj Shah B7perationsC 8r. Sachin Pol e CE7 %nternational Projects - %n#estments CE7 Aentonite, Jaolin, ;llied Products 5esource :e#elopment 8rs. .eetha Nerur ar 8r. 5ajni ant Pajwani Gice President Gice President 8r. 5amesh Aalgi Gice President 8r. Sridhar Chari Gice President ;shapura Golclay <imited Gice President Secretarial .CC

Sr. Gice President Corporate Planning - Projects Gice President ;G< ;ccounts .roup K5 - ;dministration Commercial - Projects

8r. 8ilap Germa Gice President

1=

(E&%N","*) "# &"M!AN)

The phrase Einno#ate or dieF is not an e)aggeration in todayIs fiercely competiti#e en#ironment where e#ery day you ha#e new initiati#es and the rate of o!solete technologies eep increasing. ;t ;shapura we ha#e since our inception recogni?ed the importance of nowledge and inno#ation. 7#er the years we ha#e wor ed with specialists across the world to ensure our products not just meet !ut surpass the most stringent &uality controls. 7ur Jnowledge and %nno#ation Centre and our technological synergies with associates across the world eep us continually in the forefront.

Ashapura <no8ledge H Inno7ation &entre

;shapuraIs strength is its nowledge and e)perience in minerals. (e integrate this nowledge in all that we do and continually wor to disco#er new applications and new growth areas. (ith our focus on #alue added products the importance of 5-: will continue to grow. 7ur strategic alliances with glo!al leaders gi#e us access to leading technologies and this complemented with our own indigenous findings and tailored to meet local needs. ;8C7< %nternational "S; is a partner company of ;shapura with a 26 L sta e in ;shapura 8inechem and a 26L sta e in ;shapura Golclay <imited ;8C7< %nternational Corp., through its operating su!sidiaries, is a leading international producer and mar eter of #alue*added, specialty minerals and related products. The CompanyIs products ser#e 12 major mar ets, includingQmetal casting, detergents, pet products, !uilding materials and personal care. This alliance gi#es ;shapura access to the newest technologies in !entonite #alue added products and new applications Mizusa8a Industrial &hemicals ,td. *alleon 'rand Acti7ated 'leaching Earth .alleon Earth is the registered trade name of acti#ated !leaching earth manufactured !y 8i?usawa %ndustrial Chemicals <td., Dapan, and has !een widely used as a refining agent for #arious animal and #egeta!le fats and oils, fatty acids, lu!ricating oils and wa)es. Through a 26 nowledge is

Technology <icense ;greement entered into with 8i?usawa %ndustrial Chemicals <imited B8%C<C of Dapan. ;shapura Golclay <imited B;G<C is permitted to use filterless technology for the production of Aleaching Earth and also use of the !rand name, R.alleonR. *alleon Earth .alleon Earth is o!tained !y treating Kigh Purity 8ontmorillonite Clay with mineral acid Bsulphuric acidC@ as a result alumina, iron o)ide, magnesia and calcium o)ide are eluted partially. Thus o!tained .alleon Earth is a porous aluminum silicate compound ha#ing an e)cellent adsor!a!ility owing to a large pore diameter, a large pore #olume and a large specific surface area. !roperties of *alleon Earth .enerally spea ing, strongly acid*treated product is suita!le for refining at lower temperature and wea ly acid*treated product is suita!le for refining at higher temperature. .alleon Earth, !ecause of its inherent properties, has a decided superiority for adsor!ing coloring matters and impurities contained in #arious fats and oils, mineral oils, wa)es and so on. *rades of *alleon Earth V0 uper Aleaching earth of the highest !leach a!ility and filtera!ility for difficult*to*!leach oil fats and oils such as castor oil, palm oil, linseed oil, rapeseed oil, fish oil, soy!ean oil, cotton seed oil and oli#e oil. %t e)hi!its high performance in !oth chemical and physical refining for palm oil. V0 Kigh*&uality special grade for difficult*to*!leach general fats and oils, in particular, castor oil, palm oil, soy!ean oil, rapeseed oil, linseed oil, rice !ran oil, cotton seed oil, fish oil and !eef tallow.

MAIN(ENAN&E
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The term PmaintenanceI means to eep the e&uipment in operational condition or repair it to its operational mode. 8ain o!jecti#e of the maintenance is to ha#e increased a#aila!ility of production systems, with increased safety and optimi?ed cost. 8aintenance management in#ol#es managing the functions of maintenance. 8aintaining e&uipment in the field has !een a challenging tas since the !eginning of industrial re#olution. Since then, a significant of progress has !een made to maintain e&uipment effecti#ely in the field. ;s the engineering e&uipment !ecomes sophisticated and e)pensi#e to produce and maintain, maintenance management has to face e#en more challenging situations to maintain effecti#ely such e&uipments in industrial en#ironment. This !rief lecture on maintenance management includes maintenance strategies, functions of maintenance department, maintenance organi?ation and elements of maintenance management. 8aintenance 8anagement is an orderly and systematic approach to planning, organi?ing monitoring and e#aluating maintenance acti#ities and their costs. ; good maintenance management system coupled with nowledgea!le and capa!le maintenance staff can pre#ent health and safety pro!lems and en#ironmental damage@ yield longer asset life with fewer !rea downs@ and result in lower operating costs and a higher &uality of life. This document pro#ides general information and guidance on esta!lishing 8aintenance 8anagement Systems for use in +irst Nations communities. %t descri!es a system framewor from the initial step of in#entory gathering to preparing a community maintenance !udget for asset maintenance planning and monitoring. :epending on the application and design, 8aintenance 8anagement Systems may ha#e #arious formats and procedures, Be.g., #arious formats of wor orders, reports and computer screens, etc.C, !ut the !asic principles of all these systems are similar to the one presented in this document.

()!E "# MAIN(ENAN&E

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The word E7perationF is usually lin ed with E8aintenanceF. To put these terms in conte)t, 7peration is the performance of wor or ser#ices and the pro#ision of materials and energy to ensure the day*to*day proper functioning of an asset, e.g., the wor acti#ities, associated chemicals and electricity to run a water treatment plant. ;s such, it has a direct !ut simple impact on the cost of operating an asset. 8aintenance is the wor performed on an asset such as a road, !uilding, utility or piece of e&uipment to preser#e it in as near to its origina condition as is practical and to reali?e its normal life e)pectancy. This Technical %nformation :ocument, as its name implies, concentrates on maintenance management systems only. %n general, maintenance can !e classified into the following categories: BaC 5outine * ongoing maintenance acti#ities such as cleaning washrooms, grading roads and mowing lawns, which are re&uired !ecause of continuing use of the facilities@ B!C Pre#enti#e * periodic adjustment, lu!rication and inspection of mechanical or other e&uipment to ensure continuing wor ing condition@ BcC major projects such as floor replacement, re*roofing, or complete re*painting which are performed once e#ery few years@ and BdC Emergency * une)pected !rea downs of assets or e&uipment. These are unpredicta!le or reacti#e type of maintenance and are more difficult to schedule than the a!o#e three categories

MAIN(ENAN&E (RA(E*IE "R "!(I"N

; maintenance strategy or option means a scheme for maintenance, i.e. an ela!orate and systematic plan of maintenance action. +ollowing are the maintenance strategies S1T that are commonly applied in the plants. Area down 8aintenance or 7perate to +ailure or "nplanned 8aintenance Pre#enti#e or Scheduled 8aintenance Predicti#e or Condition Aased 8aintenance 7pportunity 8aintenance :esign out 8aintenance

2'

The e&uipment under !rea down maintenance is allowed to run until it !rea s down and then repairing it and putting !ac to operation. This strategy is suita!le for e&uipments that are not critical and ha#e spare capacity or redundancy a#aila!le. %n pre#enti#e or scheduled 8aintenance, maintenance actions such as inspection, lu!rication, cleaning, adjustment and replacement are underta en at fi)ed inter#als of num!ers of hours or Jilometers. ;n effecti#e P8 program does help in a#oidance of accidents. Condition monitoring BC8C detects and diagnoses faults and it helps in planned maintenance !ased on e&uipment condition. This condition !ased maintenance strategy or predicti#e maintenance is preferred for critical systems and for such systems !rea down maintenance is to !e a#oided. ; num!er of C8 techni&ues such as #i!ration, temperature, oil analysis, etc. ha#e !een de#eloped, which guide the users in planned maintenance S2T. %n opportunity maintenance, timing of maintenance is determined !y the procedure adopted for some other item in the same unit or plant. %n design out maintenance, the aim is to minimi?e the effect of failures and in fact eliminates the cause of maintenance. ;lthough it is an engineering design pro!lem, yet it is often a responsi!ility of maintenance department. This is opted for items of high maintenance cost that are due to poor maintenance, poor design or poor design outside design specifications. %t may !e mentioned that a !est maintenance strategy for each item should !e selected !y considering its maintenance characteristics, cost and safety. %n addition to the a!o#e, new strategies concepts such as Proacti#e 8aintenance, 5elia!ility Centre 8aintenance B5C8C, Total Producti#e 8aintenance BTP8C, etc. ha#e recently !een e#ol#ed to loo it from different perspecti#es and this has helped in de#eloping effecti#e maintenance. %n proacti#e maintenance, the aim is identify what can go wrong, i.e. !y monitoring of parameters that can cause failures. %n 5C8, the type of maintenance is chosen with relia!ility of the system in consideration, i.e. system functions, failures relating to those functions and effects of the dominant functional system failures. This strategy in the !eginning was applied to critical systems such as aircrafts, nuclear and space applications. ;t present, this is !eing e)tended to critical systems in the plant. TP8, a Dapanese concept, in#ol#es total participation of all concerned. The aim is to ha#e o#erall effecti#eness of the e&uipment with participation of all concerned using producti#e maintenance system.

21

#UN(I"N "# A MAIN(ENAN&E DE!AR(MEN( +ollowing are the major functions of a maintenance department S'*1T: 8aintenance of installed e&uipment and facilities %nstallations of new e&uipment and facilities P8 tas s O %nspection and lu!rication of e)isting e&uipment C8 tas s O monitoring of faults and failures using appropriate techni&ues 8odifications of already installed e&uipment and facilities 8anagement of in#entory Super#ision of manpower Jeeping records

MAIN(ENAN&E "R*ANIIA(I"N %t concerns in achie#ing an optimum !alance !etween plant a#aila!ility and maintenance resource utili?ation. The two organi?ation structures that are common are: Centrali?ed and :ecentrali?ed. ; decentrali?ed structure would pro!a!ly e)perience a lower utili?ation than centrali?ed one !ut would !e a!le to respond &uic ly to !rea downs and would achie#e higher plant a#aila!ility. %n practice, one may ha#e a mi) of these two. ; maintenance organi?ation can !e considered as !eing made up three necessary and interdependent components. 1. Resources: men, spares and tools 2. Administration: a hierarchy of authority and responsi!ility for deciding what, when and how wor should !e carried out. '. +orF !lanning and &ontrol wor and feeding !ac ystem: a mechanism for planning and scheduling the the information that is needed for correctly directing the

maintenance effort towards defined o!jecti#e. %t may !e mentioned that maintenance $ production system is a continuously e#ol#ing organism in which the maintenance organi?ation will need continuous modifications in response to changing re&uirements. 8oreo#er, it is re&uired to match the resources to wor load. 8aintenance 22

acti#ities O !e it pre#enti#e or condition monitoring, in#ol#e use of resources* men and materials including documents. This re&uires coordination amongst the in#ol#ed personnel so that these are timely underta en. (or planning and control system under maintenance management in the plant ensures this and pro#ides planning and control of acti#ities associated with maintenance. This means application of general management principles of planning, organi?ing, directing and controlling to the maintenance functions, e.g. to the esta!lishment of procedures for de#elopment of maintenance strategy and to models for descri!ing the flow of wor through maintenance wor planning department. Control system controls the maintenance cost and plant condition. E,EMEN( "# E##E&(IVE MAIN(ENAN&E MANA*EMEN( An effecti7e maintenance system includes the follo8ing elements J9CKL$

8aintenance Policy Control of materials Pre#enti#e 8aintenance Condition 8onitoring (or 7rder Do! planning Priority and !ac log control :ata recording system Performance measurement measures or indices

8aintenance performance for a plant or an organi?ation can !e assessed through analysis of 5elia!ility, ;#aila!ility and 8aintaina!ility B5;8C plant data. 5ele#ant parameters, measures or indices for specific plants can !e identified S2T. The performance o#er a period of time will show if it is impro#ing, going down or !eing sustained. This will also help in nowing how well the o!jecti#es are !eing met. %n addition, it will guide the areas which are strong and which need to !e strengthened. "se of computers and dedicated software will certainly help in implementing this and the maintenance management system in general.

29

Computeri?ed 8aintenance 8anagement System BC88SC is also nown as Enterprise ;sset 8anagement and Computeri?ed 8aintenance 8anagement %nformation System BC88%SC. ; C88S software pac age maintains a computer data!ase of information a!out an organi?ationIs maintenance operations, i.e. C88%S * computeri?ed maintenance management information system. This information is intended to help maintenance wor ers do their jo!s more effecti#ely Bfor e)ample, determining which machines re&uire maintenance and which storerooms contain the spare parts they needC and to help management ma e informed decisions Bfor e)ample, calculating the cost of machine !rea down repair #ersus pre#enti#e maintenance for each machine, possi!ly leading to !etter allocation of resourcesC. C88S data may also !e used to #erify regulatory compliance. C88S pac ages may !e used !y any organi?ation that must perform maintenance on e&uipment, assets and property. Some C88S products focus on particular industry sectors Be.g. the maintenance of #ehicle fleets or health care facilitiesC. 7ther products aim to !e more general. C88S pac ages can produce status reports and documents gi#ing details or summaries of maintenance acti#ities. The more sophisticated the pac age, the more analysis facilities are a#aila!le. 8any C88S pac ages can !e either we!*!ased, meaning they are hosted !y the company selling the product on an outside ser#er, or <;N !ased, meaning that the company !uying the software hosts the product on their own ser#er. C88S pac ages are closely related to Computer aided facility management pac ages Balso called +acility 8anagement SoftwareC. +or the purposes of many organi?ations, the two are interchangea!le.S

!RE!ARIN* A MAIN(ENAN&E !,AN

23

:epending on the application and design of a maintenance system, the format and steps of preparing a maintenance plan can #ary. The ey steps in preparing a typical maintenance plan are: B1C !repare an asset in7entory * identifying the physical features Be.g., area, material, etc.C of all assets Be.g., schools, roads, etc.C which re&uire maintenance@ B2C Identify maintenance acti7ity and tasFs * defining the type of maintenance tas Bacti#ityC to !e performed on each asset and what wor should !e done under each acti#ity, e.g. ;cti#ity: cleaning. (or to !e performed: clean chal !oards, #acuum carpets, etc.@ or, ;cti#ity: Pre#enti#e 8aintenance BShingle roofC. (or to !e performed: %nspect attic space for signs of dampness caused !y lea s in roof. %nspect roof for loose, torn, folded or missing shingles. 5epair or replace shingles as re&uired. %nspect flashings ea#es troughs and down spouts, and caul or replace as re&uired. Gisually chec soffit and facial for loose or damaged materials@ B'C Identify the fre4uency of the tasF * determining how often the acti#ities should !e performed Bfre&uency of ser#iceC@ this is important particularly in pre#enti#e type of maintenance. Emergency or reacti#e type of repairs is unpredicta!le, !ut with good pre#enti#e maintenance, the fre&uency of emergency situations occurring may !e reduced@ B1C Estimate the time re4uired to complete the tasF * indicating how long each tas should ta e to complete@ B2C De7elop an annual 8orF schedule * planning what time the maintenance wor for the entire year should ta e place@ B9C !repare and issue a 8orF order * identifying what, when, where and !y whom maintenance wor is to !e done.

24

&%A!(ER = 0
2=

REVIE+ "# ,I(ERA(URE

According to MirFa <ans in 0--0$

;!stract: 8aintenance management information technology B88%TC systems ha#e e)isted some forty years. This paper in#estigates the ad#ancement of these systems and compares the de#elopment of 88%T with other corporate information technology B%TC systems !y the means of a literature study of =3 scientific papers within the topic of 88%T and additional readings in !oo s. The study re#eals that the focus of 88%T has changed in se#eral aspects during the forty years that has !een in#estigated@ from technology to use@ from maintenance function to maintenance as an integrated part of the !usiness@ from supporting reacti#e maintenance to proacti#e maintenance and from operati#e to strategic maintenance considerations.

According to AmiF *argA .*. DeshmuFh in 0--M$

Purpose O The purpose of this paper is to re#iew the literature on maintenance management and suggest possi!le gaps from the point of #iew of researchers and practitioners. Design/methodology/approach O The paper systematically categori?es the pu!lished literature and then analy?es and re#iews it methodically. Findings O The paper finds that important issues in maintenance management range from #arious optimi?ation models, maintenance techni&ues, scheduling, and information systems etc. (ithin each category, gaps ha#e !een identified. ; new shift in maintenance paradigm is also highlighted. '6

Practical implications O <iterature on classification of maintenance management has so far !een #ery limited. This paper re#iews a large num!er of papers in this field and suggests a classification in to #arious areas and su! areas. Su!se&uently, #arious emerging trends in the field of maintenance management are identified to help researchers specifying gaps in the literature and direct research efforts suita!ly. Originality/value O The paper contains a comprehensi#e listing of pu!lications on the field in &uestion and their classification according to #arious attri!utes. The paper will !e useful to researchers, maintenance professionals and others concerned with maintenance to understand the importance of maintenance management

According to ,. M. !intelon and ,. #. *elders in 00 May 0--9

8aintenance management of industrial e&uipment is an important !ut still relati#ely neglected !usiness function. This paper identifies and discusses the most important elements of its decision ma ing en#ironment. ;s such the paper contri!utes to the structuring of the maintenance management area and it pro#ides a frame of reference for further research in maintenance policy optimi?ation. The paper starts with a !rief description of maintenance management in a !usiness conte)t. %n the remainder of the paper three parts may !e distinguished. The first addresses the system design aspects of maintenance management in the !roader operations management en#ironment, the second e)amines the most important issues in maintenance decision ma ing and the last part re#iews the managerial tools a#aila!le for decision ma ing in this area. ;n e)tensi#e list of references is pro#ided.

'1

According to Bayant V. eraphs H !. *eorge 'enson in .th BUN 0--N

8uch has !een written a!out how &uality should !e managed in an organi?ation. The &uality literature contains many case studies of successful companies and descriptions of &uality concepts and &uality impro#ement programs. To date, howe#er, there has !een no systematic attempt to organi?e and synthesi?e the #arious prescriptions offered, nor ha#e measures of organi?ational &uality management !een proposed for areas such as top management leadership, training, employee in#ol#ement, and supplier management. (hile many organi?ations collect &uality data such as defect rates, error rates, rewor cost, and scrap cost@ these are not measures of organi?ation*wide &uality management. This paper pro#ides a synthesis of the &uality literature !y identifying eight critical factors BareasC of &uality management in a !usiness unit. 7perational measures of these factors are de#eloped using data collected from 192 general managers and &uality managers of 4= di#isions of 26 companies. The measures can !e used indi#idually or in concert to produce a profile of organi?ation*wide &uality practices. The measures are found to !e !oth #alid and relia!le. Such measures could !e used !y decision ma ers in an organi?ation to assess the status of &uality management in order to direct impro#ements in the &uality area. 5esearchers can use such measures to !etter understand &uality management practice and to !uild theories and models that relate the critical factors of &uality management to the organi?ationUs &uality en#ironment and &uality performance.

According to E8ald Rametsteiner HMarFFu imula in 0--9$

+orest certification was introduced in the early 1==6s to address concerns of deforestation and forest degradation and to promote the maintenance of !iological di#ersity, especially in the tropics. %nitially pushed !y en#ironmental groups, it &uic ly e#ol#ed as a potential instrument to promote sustaina!le forest management BS+8C. To date a!out 121 million ha or '.2L of the worldUs forests ha#e !een certified !y the different certification schemes created o#er the last decade.

'2

+orest certification shares the aim of promoting S+8 with another tool, namely criteria and indicators BC-%C for S+8. C-% sets are mainly de#eloped for the national le#el to descri!e and monitor status and trends in forests and forest management. They also pro#ide an essential reference !asis for forest certification standards, which set performance targets to !e applied on a defined area. Progress in de#eloping these two different tools has !een significant. ;fter 16 years of implementation, it is e#ident that the original intention to sa#e tropical !iodi#ersity through certification has largely failed to date. 8ost of certified areas are in the temperate and !oreal ?one, with Europe as the most important region. 7nly around ten per cent is located in tropical countries.

The standards used for issuing certificates upon compliance are di#erse, !oth !etween certification schemes and within one and the same scheme when applied in different regions. Kowe#er, they are at least e&ual to legal re&uirements and often include elements that set actually higher standards.

(hile the &uality of actual audits of the standards is of #arying &uality, there are indications that independent audits are an incenti#e for impro#ing forest management. ;s a #oluntary mar et* !ased tool, forest certification is depending on the a!ility to co#er the costs incurred and thus on often*elusi#e green consumer sentiment.

5egardless of many difficulties, forest certification has !een #ery successful in raising awareness and disseminating nowledge on a holistic S+8 concept, em!racing economic, en#ironmental and social issues, worldwide. %t also pro#ides a tool for a range of other applications than assessment of sustaina!ility, such as e.g. #erifying car!on sin s

''

According to A. RaoufA Iulfi4ar Ali H .". DuffuaaA in /119$

8aintenance management consists of an aggregate effort to perform maintenance !y effecti#ely utili?ing manpower and material through the application of standard procedures. %t is a comple) and multifaceted tas . ;n e#er*growing num!er of computeri?ed maintenance management information systems are a#aila!le on the mar et to facilitate this tas . %n order to install a computeri?ed maintenance management system, a company has two options: either to !uy or to de#elop such a system. Ariefly descri!es the major functions of maintenance management and suggests an instrument to e#aluate comparati#ely the a#aila!le computeri?ed maintenance management systems.

According to !atricF Bonsson in /11N$

Presents a model of fi#e lin ed maintenance management components Bstrategy, human aspects, support mechanisms, tools$techni&ues and organi?ationC. ;nalyses the present status of these components in Swedish manufacturing firms through a sur#ey of 241 respondents. Shows that fewer than half ha#e written maintenance strategies or computeri?ed maintenance information systems and se#eral gi#e maintenance low status. The figures are lowest in small firms and in the tim!er industry. Pre#enti#e maintenance at fi)ed inter#als and correcti#e maintenance are the most common maintenance techni&ues. Kowe#er, condition monitoring is common in large paper and chemical firms. ;lso indicates that Swedish firms ha#e not fully made maintenance a company*wide issue, and that centrali?ed maintenance departments dominate resources in large firms, !ut outsourcing has !ecome important in small firms. 8any of these figures are considered not to !e optimal, !ut the a#erage firm should !e a!le to impro#e.

'1

According to M. hohetO M. !utermanO E. *il3oa in 0--0$

%ncreasing demands are made on maintenance programmes to pro#ide tools that will support maintenance planning. ;mong of the most important parameters affecting the efficiency of maintenance management are the precision and the relia!ility of the predicted ser#ice life BPS<C of !uilding components. The main o!jecti#e of this study was to de#elop a methodology for the esta!lishment of data!ases listing deterioration patterns of !uilding components !ased upon their actual condition. The methodology consists of four steps: B1C identification of failure patterns, B2C determination of the component performance BCPC, B'C determination of the life e)pectancy of deterioration path B<E:PC and B1C e#aluation of the predicted ser#ice life BPS<C. The proposed methodology can !e used for planning of maintenance acti#ities, for e#aluation of economic implications caused !y intensi#e decay and for maintenance management.

According to A.R. %aleaA H '.%.B. %eming in /0 Bune /11.$

; study was carried out of the management of safety in maintenance acti#ities in the chemical process industry in the Netherlands. ; theoretical model of an ideal maintenance management system incorporating safety was esta!lished and tested !y peer re#iew in fi#e companies in different industries with high safety ris s and re&uirements and good reputations for maintenance management. The model was used to carry out a secondary analysis of a#aila!le data on maintenance accidents. ;n audit chec list was deri#ed from the model and used to carry out in* depth assessment of the management systems of eight companies with major ha?ard plants. +inally, the model and audit were used to construct a &uestionnaire, which was sent to 42 major ha?ard companies, yielding a response of 13 usa!le replies. The data from these sources is analy?ed to indicate how and where the maintenance management systems in this industry can !e

'2

impro#ed. The main shortcomings are found in the support gi#en to middle le#els of management in translating safety policy into an effecti#e maintenance concept and that into planning, procedures and resource management which gi#e appropriate attention to safety.

5ecommendations are made a!out strengthening these areas with a strong maintenance engineering function responsi!le for coordinating the incorporation of safety into design, into the maintenance concept and planning and for the learning of lessons from incident and !rea down analysis, a function which can also contri!ute positi#ely to an economic operation of the facility. Some general recommendations are made a!out the regulatory implications of these conclusions

According to ,a8rence Mann Br. in /11.$

Performance indicators of operational maintenance can help maintenance staff impro#e its operations, so that the direct and indirect costs of failure processes can !e reduced. 8any papers ha#e !een written on performance indicators for operational maintenance. Kowe#er, no consensus on which indicators to use in a particular industry has !een reached so far. The authors ta e an industrial engineering approach to this pro!lem !y descri!ing the information system needed to !e a!le to ma e any inferences on operational maintenance performance in the process industry. The indicators suggested focus on finding the most costly e&uipment from a maintenance perspecti#e, the cost of the current maintenance concept and the major components of maintenance costs. %t is emphasi?ed that standards and procedures need to !e de#eloped and that adherence to them has to !e ensured.

'9

According to Da7id her8in in 0--5e#iews o#erall models for maintenance management from the #iewpoint of one who !elie#es that impro#ements can !e made !y regarding maintenance as a Econtri!utor to profitsF rather than Ea necessary e#ilF. The reasons why maintenance is such a ECinderella functionF are largely historical and can mostly !e o#ercome !y new information technology B%TC and its falling cost. Progress is now !eing held up !y outdated notions of what is economically possi!le in data ac&uisition and analysis, and failure to re#ise !asic maintenance and relia!ility concepts, some of which are now '6 years out*of*date. %ntegrated %T permits mathematical optimi?ation of supra* departmental management decisions, e.g. co*planning of production with maintenance, o#erhaul$renewal of machinery and impro#ement of product performance$&uality. <ife*cycle profit B<CPC is a fair measure of o#erall effecti#eness that emphasi?es the #alue rather than the cost of terotechnological acti#ities.

According to D.N.!. MurthyA A. AtrensA B.A. EcclestonA 0--0$

The approach to maintenance management has changed o#er the last one hundred years. 7#er the last few years, the 5elia!ility Engineering and 5is 8anagement .roup B5E58.C at the

"ni#ersity of >ueensland ha#e de#eloped an approach called the strategic maintenance management BS88C approach. The paper outlines the approach and contrasts it with the current approaches. %t then discusses the industry*uni#ersity partnership in the implementation of this approach and the current acti#ities at the "ni#ersity of >ueensland to assist industry in the implementation of the S88 approach.

'3

According to Ashraf +. ,a3i3 in /11.$

This paper descri!es industrial research in which the implementation of a computeri?ed maintenance management system BC88SC was used as an effecti#e tool that supports decision ma ing with the o!jecti#e of achie#ing world*class manufacturing status. Area down trends and performance le#els were analy?ed in a continuous impro#ement en#ironment. Critical performance measures were then identified and these !ecame the dri#ing force for specific !enchmar ing metrics and impro#ement techni&ues which ena!led approaches to eliminate !rea down losses to !e formulated. :ata collected were analy?ed using a multiple criteria decision ma ing B8C:8C methodology and the 8C:8 techni&ue was implemented into the software in order to add #alue to the data. This ga#e increased support to decision ma ing and ena!led appropriate maintenance strategies to !e implemented.

According to Dan M. #rangopol in 0--N

Cost*competent maintenance and management of ci#il infrastructure re&uires !alanced consideration of !oth the structure performance and the total cost accrued o#er the entire life* cycle. 8ost e)isting maintenance and management systems are de#eloped on the !asis of life* cycle cost minimi?ation only. The single maintenance and management solution thus o!tained, howe#er, does not necessarily result in satisfactory long*term structure performance. ;nother concern is that the structure performance is usually descri!ed !y the #isual inspection*!ased structure condition states. The actual structure safety le#el, howe#er, has not !een e)plicitly or ade&uately considered in determining maintenance management decisions. This paper re#iews the recent de#elopment of life*cycle maintenance and management planning for deteriorating ci#il infrastructure with emphasis on !ridges using optimi?ation techni&ues and considering

'4

simultaneously multiple and often competing criteria in terms of condition, safety and life*cycle cost. This multiple*o!jecti#e approach leads to a large pool of alternati#e maintenance and management solutions that helps acti#e decision*ma ing !y choosing a compromise solution of prefera!ly !alancing structure performance and life*cycle cost.

According to &. heutaO ,. B. <ra>e8sFi in 0--0$

Proper management of maintenance offers many companies significant potential for impro#ing producti#ity and profita!ility. Traditional management thin ing regards maintenance costs as accidental, rather than planned and controlla!le. ;dditionally, research in maintenance management has focused on pre#enti#e maintenance and has ignored correcti#e maintenance e#en though the latter is also considered to !e a critical acti#ity in industry. This study proposes a decision model that could assist in a comparati#e e#aluation of alternati#e correcti#e maintenance policies. This decision model consists of a simulation model and economic analysis. The simulation model predicts in#entory costs and deli#ery performance of a correcti#e maintenance policy in #arious production systems. Aased on simulation results, an economic analysis, consisting of a net present #alue model and !rea e#en models, determines the economic #alue of alternati#e maintenance policies. ; detailed e)ample is offered to e#aluate two particular correcti#e maintenance policies Bmachine redundancy and wor er fle)i!ilityC although the decision model can !e applied to other options. The results of the e)ample demonstrate the decision modelUs capa!ility to assist managers in selecting the !est correcti#e maintenance policy.

'=

According to Mahesh !ophaleyA Ram <rishna Vyas IN 0-/-$

This paper endea#ors to present a classification, re#iew and analysis of the literature on Plant 8aintenance 8anagement Practices BP88PC employed in ;utomo!ile %ndustries. There is a considera!le amount of pu!lished research a#aila!le concerning plant maintenance during the last few decades. Similarly many research articles are a#aila!le which focuses on #arious aspects of automo!ile industries. Kowe#er, #ery few studies focus on critical e)amination of maintenance practices in ;utomo!ile %ndustries in particular. Kence considering the slump in automo!ile industries in the recent times, a wide*ranging and focused re#iew is attempted here and only those researches ha#e !een e)amined which mainly concentrates on this core aspect. Thus one of the o!jecti#es of this literature re#iew is to in#estigate the present state of Plant 8aintenance 8anagement Practices, !ased on studies conducted in different countries and pu!lished in a #ariety of journals o#er the past two decades. ;n e)amination of 22 pertinent research studies ha#e shown that the pu!lications can !e grouped in two categories namely Conceptual and Empirical 5esearch. ;n analysis of these research articles pu!lished !etween 1==6 and 2664, re#ealed that current maintenance practices ranges from con#entional to the latest techni&ues for optimi?ing maintenance function li e TP8, 5C8 and Proacti#e 8aintenance. These studies focused more on maintenance pro!lem sol#ing and the main difficulties are reported along with pro!a!le solutions. ;nother goal of the paper is to analy?e the articles !y year and type of journal they were pu!lished in, to determine the trends in maintenance management studies and recommend future direction for research.

16

According to I.!. . Ahu>aA B. . <ham3aA in 0--.$

Purpose O The purpose of this paper is to re#iew the literature on Total Producti#e 8aintenance BTP8C and to present an o#er#iew of TP8 implementation practices adopted !y the manufacturing organi?ations. %t also see s to highlight appropriate ena!lers and success factors for eliminating !arriers in successful TP8 implementation. Design/methodology/approach O The paper systematically categori?es the pu!lished literature and then analy?es and re#iews it methodically. Findings O The paper re#eals the important issues in Total Producti#e 8aintenance ranging from maintenance techni&ues, framewor of TP8, o#erall e&uipment effecti#eness B7EEC, TP8

implementation practices, !arriers and success factors in TP8 implementation, etc. The contri!utions of strategic TP8 programmes towards impro#ing manufacturing competencies of the organi?ations ha#e also !een highlighted here. Practical implications O The literature on classification of Total Producti#e 8aintenance has so far !een #ery limited. The paper re#iews a large num!er of papers in this field and presents the o#er#iew of #arious TP8 implementation practices demonstrated !y manufacturing organi?ations glo!ally. %t also highlights the approaches suggested !y #arious researchers and practitioners and critically e#aluates the reasons !ehind failure of TP8 programmes in the organi?ations. +urther, the ena!lers and success factors for TP8 implementation ha#e also !een highlighted for ensuring smooth and effecti#e TP8 implementation in the organi?ations. Originality/value O The paper contains a comprehensi#e listing of pu!lications on the field in &uestion and their classification according to #arious attri!utes. %t will !e useful to researchers, maintenance professionals and others concerned with maintenance to understand the significance of TP8.

11

&%A!(ER = 9
"'BE&(IVE "# (UD)
1C To identifying the physical features of all assets which re&uire maintenance. 2C To identify maintenance acti#ity and tas sA defining the type of maintenance tas Bacti#ityC to !e performed on each asset and what wor should !e done under each acti#ity. 'C To identify the fre&uency of the tas * determining how often the acti#ities should !e performed Bfre&uency of ser#iceC@ this is important particularly in pre#enti#e type of maintenance. 1C To Estimate the time re&uired to complete the tas * indicating how long each tas should ta e to complete@ 2C To de#elop an annual wor schedule * planning what time the maintenance wor for the entire year should ta e place@ 9C To Prepare and issue a wor maintenance wor is to !e done. 3C To :etermine a Audget C determining the costs for all maintenance acti#ities !y calculating la!or hours, material, e&uipment, and contracting costs. order * identifying what, when, where and !y whom

12

&%A!(ER = K
RE ER&% ME(%"D","*)
5esearch will !e more of E)plorati#e research and is the moral fi!er of the project. %n order to !ring a!out the o!jecti#es of the Project, it will !e important to elo&uent the approach in which it is to !e conducted, i.e. the research practice was to !e carried out in a certain framewor . Purposes of the research are to rummage around for ac&uaintance. ;lso research defines a systematic and organi?ed search for applica!le information on a particular topic. %nter#iews with the managers and engineers in#ol#ed in the maintenance wor will !e carried out and the final conclusion will !e drawn out of it. Secondly, a &uestionnaire is to !e created for E#aluating the o!jecti#es and trends out of it. The data was composed to attain aforementioned o!jecti#es. This data was collected as:* !rimary Data$ Primary data will !e collected directly from the 8$s. ;shapura Golclay ltd from the daily maintenance register and the in#entory records used in the daily maintenance in the instruments wor shops. econdary Data$ %t consists of information that pre#iously su!sists somewhat in papers. ; manuscript is a #ery important trustworthy and priceless !asis of information. 8any researchers ma e use of this fundamental source. 8anuscript is nothing of this imperati#e source@ !ut printed e#idence that contains important information a!out a pro!lem or characteristic of learning. %t may !e purchased material, journals@ company profiles company annual reports, and internal search etc. The composed data will !e processed critically e)amined and analy?ed. ample ize The sample si?e in total included sur#ey and inter#iews at 8$s. ;shapura Golclay ltd

1'

DA(A &",,E&(I"N ME(%"D The data had !een collected !oth !y primary data collection methods as well as secondary sources.

!RIMAR) DA(A:*8ost of information had !een gathering through primary sources. The method used for collecting data was &uestionnaire and inter#iews.

E&"NDAR) DA(A:*Secondary data was ma ing through we! sites related to Emotional %ntelligence.

("", "# ANA,) I $C

The statistical tools used for analysis of collected data are a#erage, percentage and comparisons.

11

&%A!(ER = 2
DA(A #INDIN* AND ANA,) I

/. Do you thinF that instrument must 3e 8ell maintained to 3e safe office 8orFP

(A',E C / &riteria
Yes No

#re4uency
20 5

!ercentage
80% 20%

12

#INDIN*

%t is e#ident from the a!o#e ta!le that 46L sample of respondents thin that instrument must !e well maintained for the safe office wor and other side 26L respondents does not agree with it.

ANA,) I $
%t is analy?ed from the ta!le that most of the employees are strongly agree that instrument must !e well maintained for the safe office wor .

19

0. Do you understand that e4uipment must 3e 8ell maintained to produce a 4uality productP

(A',E = 0 &riteria
Yes No

#re4uency
22 3

!ercentage
88% 12%

13

#INDIN*

%t is e#ident from the a!o#e +indings that 44L of employees in 8$s. ;shapura Golclay <td. agree that e&uipment must !e well maintained to produce a &uality product and 12L employees does not agree with it in totality.

ANA,) I $
%t is analy?ed from the ta!le that most of the employees are thin ing that e&uipment must !e well maintained to produce a high &uality product in the organi?ation and for the company reputation.

14

9. Do you thinF that instruments must 3e 8ell maintained to get 3est producti7ity in the organizationP

(A',E C 9 &riteria
Yes No

#re4uency
23 2

!ercentage
92% 8%

1=

#INDIN*

%t is e#ident from the a!o#e ta!le that =2L of employees in 8$s. ;shapura Golclay <td. strongly agree that instruments must !e well maintained to get !est producti#ity in any organi?ation and an 4L employee are confused a!out the statement.

ANA,) I $
%t is analy?ed from the ta!le that most of the employees are thin ing that instruments must !e well maintained to get !est producti#ity in any organi?ation and to adhere to the production schedules.

26

K. Do you understand that instruments must 3e 8ell maintained so organization to get the lo8est product cost.

(A',E C K &riteria
Yes No

#re4uency
19 6

!ercentage
76% 24%

21

#INDIN*

It is evident from the above table that 76% of employees in 8$s. ;shapura

Golclay <td. understand that instruments must well maintained so the organi?ation to get the lowest product cost and 21L employee does not thin li e that.

ANA,) I $
It is analyzed from the table that instr ment m st be !ell maintenan"e so or#anization to #et lo!est prod "t "ost and hen"e able to "ompetes in the mar$et !ith hi#h %et rn on Investments &%'I()

22

2. +hat do you thinF Maintenance correcti7e action is permanent fiEes 7s. constantly fiEing recurring pro3lemsP

(A',E C 2 &riteria
Yes No

#re4uency
18 7

!ercentage
72% 28%

2'

#INDIN*

It is evident from the above table that 72% of employees in 8$s. ;shapura

Golclay <td. thin

that 8aintenance correcti#e action is permanent fi)es #s.

constantly fi)ing recurring pro!lems and 24L of employees do not thin li e that.

ANA,) I $
It is analyzed from the table that 8aintenance correcti#e action is permanent

fi)es the pro!lems. Aut it is also !est way to constantly fi)ing recurring pro!lems of instr ment in any or#anization !hi"h !ill res lts in hi#h o tp ts and %'I
to the or#anization at lar#e)

21

M. :E7eryone 7alues 3etter maintenance as a 8ay to impro7e 3usiness results; it is a part of the plant@s mission and strategy. Do you agree 8ith a3o7e statementP

(A',E C M &riteria
Yes No

#re4uency
24 1

!ercentage
96% 4%

22

#INDIN*

It is evident from the above table that 96% of employees in 8$s. ;shapura

Golclay <td. thin$ that *veryone val es better maintenan"e as a !ay to

improve b siness res lts+ it is a part of the plant,s mission and strate#y and 4% employees does not a#ree !ith above statement)

ANA,) I $
It is analyzed from the table that 8aintenance is that way to impro#e !usiness

result and de#eloped our organi?ation and will helps to impro#e the mar et sta e of the organi?ation with the high returns on the in#estments.

29

N. Do you thinF that de7elopment systems co7ered from optimization of Maintenances Management of Instruments in the organizationP

(A',E C N &riteria
Yes No

#re4uency
16 9

!ercentage
64% 36%

23

#INDIN*

%t is e#ident from the a!o#e ta!le that 91L of employees in 8$s. ;shapura Golclay <td. thin that de#elopment systems co#ered from optimi?ation of 8aintenances 8anagement of %nstruments in the organi?ation and '9L employees does not thin li e that.
S

ANA,) I $
%t is analy?ed from the ta!le that de#elopment systems co#ered from optimi?ation of 8aintenances 8anagement of %nstruments in the organi?ation, more than 96L employees agree with it.

24

.. Do you 3elie7e the 3enefits to your organization of contesta3le maintenance of instrumentsP

(A',E C . &riteria
Yes No

#re4uency
22 3

!ercentage
88% 12%

2=

#INDIN*

%t is e#ident from the a!o#e ta!le that 44L of employees in 8$s. ;shapura

Golclay <td. !elie#e that the !enefit to our organi?ation of contesta!le

maintenance of instruments and 12L employees does not !elie#e on that.

ANA,) I $
It is analy?ed from the ta!le that !enefits to your organi?ation of contesta!le maintenance of instruments which will !e results in the adherence to the production schedules and high 57%.

96

1. %o8 many days after you re4uire maintaining the Instruments in M/s.

Ashapura Volclay ltd.

(A',E C 1 &riteria
Weekly Daily Fortnightly Monthly

#re4uency
2 20 3 0

!ercentage
8% 80% 12 0%

91

#INDIN*

%t is e#ident from the a!o#e ta!le that 46L of employees in 8$s. ;shapura Golclay <td. thin that the re&uired to maintain the %nstruments daily, 12L employees thin re&uired to maintain the %nstruments fortnightly, and 4L thin re&uired to maintain the %nstruments (ee ly.

ANA,) I $
%t is analy?ed from the ta!le that most of employees in 8$s. ;shapura Golclay <td. thin that %nstruments re&uires daily maintenance to do all the production jo!s smoothly and to adhere to the normal schedules.

92

/-. Do you update the Daily ,og Maintenances 3ooFP

(A',E C /&riteria
Yes No

#re4uency
24 1

!ercentage
96% 4%

#INDIN*

%t is e#ident from the a!o#e ta!le that =9L of employees in 8$s. ;shapura Golclay <td. update the :aily <og 8aintenances !oo and 1L employees do not update the :aily <og 8aintenances !oo .

9'

ANA,) I $
%t is analy?ed from the ta!le that most of employees in 8$s. ;shapura Golclay <td. update the :aily <og 8aintenances !oo .

//.

Maintenance cost 0-/-C// of M/s. Ashapura Volclay ltd.

8aintenance cost for the year 2616*11 which was incurred !y the 8$S ;shapura Golclay <td is summari?ed as

Maintenance cost 0-/-C// 8onth ;pril 8ay Dune Duly ;ugust Septem!er 7cto!er No#em!er :ecem!er Danuary +e!ruary 8arch Cost 5s. 166131.11 242'=3.== 114246.93 =2422.21 296992.=2 1=6'61.21 2'66'2.=2 126413.12 39416.92 292112.34 '12=96.21 2'33'=.16

91

92

/0.

!rocedure for Instrumentation Maintntenace !rocess #lo8 of M/s.

Ashapura Volclay ltd.

CALIBRATION

Follo& t%# calibration plan

Inform to production / lab in 03 da ! ad"anc# b t#l$ for calibration

Allot t%# &or' a! p#r comp#t#nc#

(o t%# calibration a! p#r proc#dur#

Fill up calibration r#port / put calibration !tic'#r

If calibration i! not confirm+ T%#n do not u!# in!t$ for an r#f$$ Inform to int#rnal cu!tom#r

No

If calibration i! confirm+ ,#nd it to production / Lab

)and O"#r in!t$ * cop of cal$ r#port to Int#rnal Cu!tom#r

99

/9. !acFing Machine !re7enti7e chedule of M/s. Ashapura Volclay ltd.

J

r. No. 61 62 6' 61 62 69 63 64 6= 16 11 12 1' 11 12 19 13 Cali!ration

&hecF !oint <oad cell setting if distur! (eight Set point Controller cleaning and setting Dali Cleaning - Cloth replace if re&uired Solonide Gal#e Chec Alac main No??le ru!!er replace if re&uired 5ed 5u!!er Aig replace if re&uired 5ed 5u!!er Small replace if re&uired Aag Kolder cylinder ser#icing and setting Scissor Cylinder ser#icing and setting Alower ;ir <ine Cleaning - Chec ing Scissor Seting Pac ing Kopper <GS Chec ing Cone setting if re&uired Pac ing 8$c. Cleaning Aag trials

tatus

RemarFs

+orF completion time$ (or done !y:

Time$ !ag 7perator:

(eight

93

/K. Daily +orF ,og 'ooF of M/s. Ashapura Volclay ltd.

(at# -

Daily +orF ,og 'ooF

r. No !lant +orF C Description

,%ift -

topage %ours

RemarFs

/2. &ali3ration Method of M/s. Ashapura Volclay ltd.

94

&ali3ration Method No. /

%tem: Pac ing machines Type: 1<A7 for 22Jg, Gal#e Type Paper !ags with front deducting hood Cali!ration range: 6*26 g 7perating range of pac ing machine: 22 Jg Step 1: +ollow the cali!ration plan for cali!ration of specified instrument. %nform in ad#ance to internal customer for re&uired planning $ action for the cali!ration of specified instrument. Step 2: 7pen the Pac ing machine control panel. Switch 7N the power supply of panel if not 7N. 5elease the cali!ration loc . Change the :ipswitch of cali!ration from 7++ to 7N. Step ': Press SK%+T !utton from code !utton in the initial mode and press up SK%+T !utton twice. Step 1: :isplay will show !lin ing. Then it will come C;<%A5;T%7N mode. Press ENTE5 !utton to enter in cali!ration mode. Step 2: .o to su!menu of 9 of cali!ration for ME57 cali!ration. Chec that no??le is clean and no weights on no??le weighing pan. Now ME57 cali!ration modes starts. Press the ENTE5 !utton. Chec that ST;A is displaying in screen. Press ENTE5 !utton. ME57 cali!ration starts. The message PC;<%A5;T%7N A"S/I goes out when ?ero cali!ration completes. (eight indicator will show the 66.66 Jg #alue. Press ESC;PE !utton to finish ?ero cali!ration. Step 9: .o to su!menu of 9 of cali!ration for SP;N cali!ration. Chec no??le for cleanness and without any weight on weighing pan. Press the ENTE5 !utton. ;gain press the ENTE5 !utton to enter in span cali!ration. Now put the weight of 26 Jg on weighing pan. 7n indicator it should come 26 Jg. %f not 26 Jg then enter 26 Jg in indicator !y shifting eys up $ down. (rite down the reading showing !efore adjusting 26 Jg. ;t this time ST;A indication should !e there. The message PC;<%A5;T%7N A"S/I goes out when span cali!ration completes. Press ESC;PE to finish span cali!ration. Step 3: %f weight error is not coming under acceptance criteria of 6.1 L, then repeat the a!o#e procedure to nullify the error. Note down reading of error adjusted. Step 4 : Cali!ration is completed. <oc the cali!ration <7CJ. Close the control panel.

9=

Step =: +ill up the cali!ration report in form. Cali!ration report to !e signed !y instrument super#isor - K7: B%nst.C. Put the cali!ration status stic er on instrument. Step 16: Kando#er this pac ing machine to production department and - inform completion of jo!.

&ali3ration Method No. 0

%tem: Temperature element O5T:, Type: 2 ) Pt 166 %nstrument range: 6*126 C, Cali!ration range: 6 *126 C Step 1: +ollow the cali!ration plan for cali!ration of specified instrument. %nform in ad#ance to internal customer for re&uired planning $ action for the cali!ration of specified instrument Step 2: 5emo#e the 5T: from e&uipment and ta e to %nstrument wor shop for cali!ration. Step ': Switch 7N the temperature !ath for cali!ration of 5T:. Put the 5T: and 8aster thermometer in temperature !ath. Connect the 5T: terminals with 8aster multi meter. Switch 7N the multi meter measuring ohms. Set the #arious temp setting in temp !ath starting from 22 C up to full range of 5T: in #arious steps loo ing range of 5T:. Note down the temperature reading of master thermometer and master multi meter reading in cali!ration format ;G$%8+8$61,5e#.1. Compare with standard ohms of 5T: with ohms of master multi meter readings. See the Chart of 5esistance #s temperature as per :%N 1'396. Step 1: %f cali!ration 5T: readings coming under acceptance criteria of V$* 1 C then cali!ration of 5T: is o ay. %f readings are not coming under acceptance criteria then do not use this 5T: for any application. 8ar the la!el of N7T "SE on this 5T:. Step 2: %f cali!ration of this 5T: is o ay then put the same in operation and inform to production $ &uality department. %f 5T: is not o ay then replace the 5T: with new cali!rated one. Step 9: Switch 7++ the temperature !ath and remo#e 5T: $ 8aster thermometer from !ath. Ta e care of high temperature. Switch 7++ the multimeter.

36

Step 3: (rite down the cali!ration report in form. Cali!ration report to !e signed !y instrument super#isor - K7: B%nst.C. Put the cali!ration status stic er on instrument. Step 4 : Put the cali!rated 5T: in operation and inform to concerned department a!out completion of jo!.

&ali3ration Method No. 9

%tem: Platform type weighing scale, Tag Nos.: EA*' %nstrument range : 6*96 Jg Cali!ration range: 6*96 Jg Step 1: +ollow the cali!ration plan for cali!ration of specified instrument. %nform in ad#ance to internal customer for re&uired planning $ action for the cali!ration of specified instrument Step 2: Clean the platform*weighing pan. Switch 7N the platform scale. Step ': ME57 C;<%A5;T%7N: Chec that 6 Jg indication is coming on indicator after cleaning the weighing pan. ;lso chec that if load cell - weighing pan are loosed then tight the load cell and weighing pan. %f 6 Jg is not coming than note down the reading. 7pen the indicator circuit and adjust ME57 !y ME57 potentiometer. Now indicator should show 6 Jg. %f this is now ?ero then ?ero cali!ration is o ay otherwise turn the ?ero potentiometer again. Now if this is 6 Jg then ME57 cali!ration is completed. Note down the indicator reading in cali!ration form no. ;G$%8$+8$6',5e#.2. Step 1: Put the weights in #arious steps on weighing pan and note down the indicator readings in cali!ration form. Step 2: SP;N C;<%A5;T%7N: Put the standard 96 Jg weight on weighing pan. This should show 96 Jg. %f this does not show 96 Jg then adjust SP;N potentiometer to gi#e indicator reading 96 Jg. Note down the reading !efore adjustment of potentiometer. %f indicator not showing 96 Jg then again adjust span potentiometer until its shows 96 Jg. ;fter coming 96 Jg close the circuit of indicator. Now SP;N cali!ration is completed. Switch 7++ the platform scale. Now remo#e weights from weighing pan in steps and note down indicator corresponding reading in cali!ration form.

31

Step 9: %f weight error is not coming under acceptance criteria of 6.69 L , then repeat the a!o#e procedure to nullify the error. Note down reading of error adjusted. Step 3: %f cali!ration is completed, fill up the cali!ration report in form. Cali!ration report to !e signed !y instrument super#isor - K7: B%nst.C. Put the cali!ration status stic er on instrument. Step 4 : Kando#er this platform scale - inform completion of jo! to la!oratory department Kando#er this platform scale to production department - inform completion of jo!.

/M. ,I ( "# EG(ERNA,,) "RI*INA(ED D"&UMEN( .

Sr. no. 1 5e# $ issue no. 66 :ocument no. Titl# .t )#ld &it % K7:$ Super#. K7:$ Super#. K7:$ Super#.

;G$P:$%8$E:$661

/anual of air pac'#r

66

;G$P:$%8$E:$662

8anual of !elt weigher 1

'

66

;G$P:$%8$E:$66'

8anual of telemechani&ue ;#itar 24* G+: 8anual of Eurotherm* 961 G+:

66

;G$P:$%8$E:$661

K7:$ Super#.

66 2

;G$P:$%8$E:$662

8anual of air pac er weighing controller

K7:$ Super#.

66

;G$P:$%8$E:$669

8anual of 8agnetic flow meter

K7:$ Super#.

32

&%A!(ER = N
,IMI(A(I"N "# (%E (UD)

The findings of the study are !ased on the information pro#ided and data pro#ided at Aangalore only. Efforts will !e made to ma e the study as accurate as possi!le, 166L accuracy cannot !e claimed !ecause of the following reasons: *

The sample si?e to study is <imited to the 8$s. ;shapura Golclay ltd, Ahuj Jutch. Sample to !e drawn !y >uota sampling, so the possi!ilities of sample error cannot !e

ruled out. Some of the sampling and non*sampling errors may creep into the study.

&%A!(ER = .
3'

&"N&,U I"N
The term PmaintenanceI means to eep the e&uipment in operational condition or repair it to its operational mode. 8ain o!jecti#e of the maintenance is to ha#e increased a#aila!ility of production systems, with increased safety and optimi?ed cost. 8aintenance management in#ol#es managing the functions of maintenance. 8aintaining e&uipment in the field has !een a challenging tas since the !eginning of industrial re#olution. Since then, a significant of progress has !een made to maintain e&uipment effecti#ely in the field. ;s the engineering e&uipment !ecomes sophisticated and e)pensi#e to produce and maintain, maintenance management has to face e#en more challenging situations to maintain effecti#ely such e&uipments in industrial en#ironment. ; maintenance strategy or option means a scheme for maintenance, i.e. an ela!orate and systematic plan of maintenance action. +ollowing are the maintenance strategies that are commonly applied in the plants of ;shapore. Area down 8aintenance or 7perate to +ailure or "nplanned 8aintenance Pre#enti#e or Scheduled 8aintenance Predicti#e or Condition Aased 8aintenance 7pportunity 8aintenance :esign out 8aintenance

%t concerns in achie#ing an optimum !alance !etween plant a#aila!ility and maintenance resource utili?ation at ;shapore. The two organi?ation structures that are common are: Centrali?ed and :ecentrali?ed. ; decentrali?ed structure would pro!a!ly e)perience a lower utili?ation than centrali?ed one !ut would !e a!le to respond &uic ly to !rea downs and would achie#e higher plant a#aila!ility. %n practice, one may ha#e a mi) of these two. ; maintenance organi?ation can !e considered as !eing made up three necessary and interdependent components.

31

1. Resources: men, spares and tools 2. Administration: a hierarchy of authority and responsi!ility for deciding what, when and how wor should !e carried out. '. +orF !lanning and &ontrol wor and feeding !ac ystem: a mechanism for planning and scheduling the

the information that is needed for correctly directing the

maintenance effort towards defined o!jecti#e.

+ollowing are the major functions of a maintenance department which is my finding out of this research project: 8aintenance of installed e&uipment and facilities %nstallations of new e&uipment and facilities P8 tas s O %nspection and lu!rication of e)isting e&uipment C8 tas s O monitoring of faults and failures using appropriate techni&ues 8odifications of already installed e&uipment and facilities 8anagement of in#entory Super#ision of manpower Jeeping records

;n effecti#e maintenance system includes the following elements : 8aintenance Policy Control of materials Pre#enti#e 8aintenance

32

Condition 8onitoring (or 7rder Do! planning Priority and !ac log control :ata recording system Performance measurement measures or indices

8aintenance performance for a plant or an organi?ation can !e assessed through analysis of 5elia!ility, ;#aila!ility and 8aintaina!ility B5;8C plant data. 5ele#ant parameters, measures or indices for specific plants can !e identified. The performance o#er a period of time will show if it is impro#ing, going down or !eing sustained. This will also help in nowing how well the o!jecti#es are !eing met. %n addition, it will guide the areas which are strong and which need to !e strengthened. "se of computers and dedicated software will certainly help in implementing this and the maintenance management system in general. +inally, 8aintenance is e)pected to play e#en much !igger role in years to follow, as industries worldwide are going through an increasing and stiff competition and increased automation of plants. The down time cost for such systems is e)pected to !e #ery high. To meet these challenges, maintenance has to use latest technology and management s ills in all spheres of acti#ities to perform its effecti#e role in profita!ility of the company.

39

&%A!(ER = 1
RE#EREN&E
1. ; re#iew of o#erall models for maintenance management: :a#id, B<und "ni#ersity %nstitute of Technology, Sweden 2. 8aintenance Policy and Procedures * 2nd Edition !y %#an .othmale '. 8aintenance Policy and Procedures * 2nd Edition !y harn joshep 1. www.plant*maintenance.com$maintenanceWarticlesWrcm.shtml 2. www.#icfirth.com$education$percussion161*concertJey!o

9. Jelly, ;nthony, E8anaging maintenance resourcesF, Autterworth*Keinemann, 2669. 3. Collacott, 5.;., E8echanical fault diagnosisF, Chapman and Kall, 1=33. 4. <e#itt Doel, EKand!oo of maintenance managementF, %ndustrial Press, 1==3. =. (ilson ;lan, E;sset maintenance managementF, %ndustrial Press, 2662. 16. Tery (ireman, E:e#eloping performance indicators for maintenanceF, %ndustrial Press, 2662. 11. Jelly, ;nthony, E8anaging maintenance resourcesF, Autterworth*Keinemann, 2669. 12. Collacott, 5.;., E8echanical fault diagnosisF, Chapman and Kall, 1=33. 1'. <e#itt Doel, EKand!oo of maintenance managementF, %ndustrial Press, 1==3. 11. (ilson ;lan, E;sset maintenance managementF, %ndustrial Press, 2662. 12. Tery (ireman, E:e#eloping performance indicators for maintenanceF, %ndustrial Press, 2662.

33

&%A!(ER = /QUE (I"NNAIRE

:ear Sir$ 8adam, % am (rupti *os8ami a student of M'A #inal )ear, as a part of my curriculum@ % am to ta e a research Project on :Analysis and optimization of Maintenances Management of Instruments at M/s. Ashapura Volclay ltd.; To ena!le to underta e a!o#e mentioned study, % re&uest you to gi#e your fair #iews. /our insights and perspecti#e are important and #alua!le for my research. !olicy on &onfidentiality$ Please feel free to gi#e your honest responses. The confidentiality of the information pro#ided !y the respondent is completely assured. 1. :o you thin that instrument must !e well maintained to !e safe office wor X /es No

2. :o you understand that e&uipment must !e well maintained to produce a &uality productX /es No

'. :o you thin

that instruments must !e well maintained to get !est

producti#ity in the organi?ationX

34

/es

No

1.

:o you understand that instruments must !e well maintained so organi?ation to get the lowest product cost. /es No

2.

(hat do you thin 8aintenance correcti#e action is permanent fi)es #s. constantly fi)ing recurring pro!lemsX /es No

9.

EE#eryone #alues !etter maintenance as a way to impro#e !usiness resultsF it is a part of the plantIs mission and strategy. :o you agree with a!o#e statementX /es No

3.

Do you think that development systems covered from optimization of 8aintenances 8anagement of %nstruments in the organi?ationX /es No

4.

:o you !elie#e the !enefits to your organi?ation of contesta!le maintenance of instrumentsX /es No

3=

=. Kow after you re&uire to maintain the %nstruments in 8$s. ;shapura Golclay

ltd. (ee ly :aily fortnightly

8onthly 16. :o you update the :aily <og 8aintenances !oo X /es No

46