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
· organizing maintenance resources. Performing such activities would obviously extend the useful life of the equipment. Techniques such as condition monitoring. The objective of maintenance. Modern maintenance management can be considered to be composed of the following functions: · maintenance planning. manpower. maintenance programmes have to be developed to ensure that physical assets will continue to fulfill their intended functions at a minimum expenditure of resources. tools and facilities. regulatory matters. Performing maintenance activities requires the use of resources such as spare parts. therefore. · To extend the useful life of the equipment. or keeping. 1. safety issues. the principal objectives of maintenance would be: · to control the availability of the equipment. Maintenance. that are related to preserving equipment in a specified operating condition. To live up to the new expectations demanded of maintenance activities. ageing plant and equipment.2. In case an item of equipment fails it needs to be restored to the same specified operating condition.2 Objectives and Functions of Maintenance The objective of any business organisation is to make profits. neural networks and Markov chains have been used for controlling and managing maintenance activities. be to maximize the profitability of the organisation by performing activities which retain working equipment in an acceptable condition. an item of equipment in a specified operating condition. The need for reliable equipment has also been realized. including staffing/recruiting. 1. at minimum resource cost. in general.
.2. should.include: environmental concerns.1 Definition of Maintenance Maintenance is an element of a complete production system. means preserving. drive for cost reduction and the like. and planning and scheduling maintenance resources. The availability and utilization of these resources are of prime importance. In summary. which is linked to the overall organizational objectives. The set of tasks or activities that constitute maintenance ranges from simple cleaning operations and lubrication to performing condition monitoring. Obviously. and warranty and liability factors. maintenance activities which do not contribute to preserving or restoring the intended functions of assets should be eliminated. 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. Maintenance can thus be defined as a set of activities. or restoring failed equipment to a normal operating condition. or tasks. or return the equipment to an acceptable working condition.
· controlling the performance of maintenance activities. at minimum ________________. Maintenance is an element of a complete ___________ system. 4. · Budgeting. 3. 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. The principal objectives of maintenance would be to control the availability of the equipment. involved simple activities like cleaning and lubrication. The attitude of ______________ towards maintenance has increasingly been replaced by one which recognizes maintenance. _____________ in addition to fixing the broken equipment. · defining processes for performing maintenance.· directing execution of maintenance plan. 2. Maintenance planning includes formulating and identifying ___________ policies.
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 required resources are available. This way not only is the downtime cost kept to the minimum but also the resources are utilized effectively. work and
. Other common tasks related to maintenance management include generating reports related to equipment. then the planned maintenance activity cannot be performed.1.3 Functions of Maintenance Management Responsibility for formulating the maintenance policies lies with top management. The maintenance manager should ensure that the equipment is restored to its normal working condition as quickly as possible. The maintenance manager should track the work to completion. Any maintenance activity requires resources. If the required resources are not available. This is a statement of maintenance tasks to be carried out in a specified period. This will lead to degradation of equipment performance and can also result in its failure. the maintenance activity can be initiated. 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. Another important task is creation of a master maintenance schedule. 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. Once the activity is complete. The top management is also responsible for negotiating and authorizing the service level agreement.
training and motivation of the people
. It also includes activities related to collection and analysis of data related to maintenance and reporting to top management. · It incurs not more than the budgeted cost. 1. 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. A maintenance activity can be considered to be of high quality if: · it restores an item of equipment to its normal working state. · the required tools. the need is for a good maintenance organisation. An effective maintenance process must consider the relationships of all the tasks. instruments and facilities for performing the activity.costs. and the skill. produces the desired result.1 Quality Aspects in Maintenance Quality is not absolute but relative. It is more to do with the maturity of the maintenance process such that high-quality maintenance activities are performed.3. 1. the tools and procedures used. when performed properly. without causing · any damage to the equipment or to any of its parts. · In general. · A repository of maintenance processes. · it is initiated on time and the equipment is returned to production at the · required time.2 Maintenance Organisation Maintenance organisation does not mean only the organisation of people in the maintenance department or their reporting structure.3. · an appropriate ‘on-the-job’ training programme for the repair men to enhance their ability to work. · the required spare parts in the required quantity. 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.
Tools are neither integrated with the process nor uniformly applied. 3. organizations at this level need to institutionalize basic management processes. Determine if the current process is the desired process.3. the organisation achieves the foundation for continuous improvement in processes. However. repeatable. the most important ones being project management. 5.3 Initial Level The organisation operates on an ad hoc basis. 1. defined. 2. managed and optimized. organizations must have dedicated personnel who take care of the development processes. In order to improve performance. quality assurance and project tracking and oversight.involved. without formalized procedures.4 Repeatable Level Organizations which carry out similar projects with reasonable accuracy with regard to cost and time are at this level. 4. 1. The organisation now has capabilities to face new challenges and achieve success. List down required process improvement actions. The strength to carry out similar activities stems from the prior experience. that is. To reach the defined level. Understand the status of the current maintenance process or processes.3. To improve the capabilities of the maintenance organisation the following steps8 must be performed consistently: 1. 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).3.6 Managed Level
. Plan to perform the required actions. cost estimates and plans. the organisation has to implement a measurement programme to obtain process feedback. To climb up the maturity level.*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. With this.
1.3. organizations at this level face risks when presented with new challenges.5 Defined Level The organisation has a repository or a set of defined procedures for carrying out development work. 1. Commit resources to execute the plan.
Quality is not absolute but relative. Responsibility for formulating the maintenance policies lies with shop Supervisors. The CMM can be adapted to enhance the capabilities of the maintenance organizations as well. They are: · training strategy. the effectiveness of the process can also be determined.4 Improving Maturity in Maintenance Organizations The key process areas (KPAs) involved in enhancing the capability and maturity of a software organisation.3. 7. · resources management. A few key process areas can be readily identified in this regard. To reach the highest level on the CMM. the organisation needs to put in place automatic data collection support tools. · quality assurance. 9.7 Optimized Level The organisation has capabilities to identify the weakest links in the development processes and eliminate/improve them. when performed properly. produces the undesired result. · work management.
. 8. · supervisory review. Problems are identified proactively and eliminated. cost estimates and plans. Any maintenance activity requires resources. 10. without formalized procedures. Since the data collection process is full-fledged. 1.The organisation has a way by which performance indicators are measured objectively. Self Assessment Questions State whether following statement True or False 6. Targets are set for performance and a plan is made out to achieve the pre-set targets. A ‘process’ can be defined as a set of tasks that. 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. The organisation operates on an ad hoc basis. 1. that is.
It therefore becomes necessary to train all the maintenance personnel on the aspects of team work. A maintenance activity should be broken down into smaller manageable tasks. 1. instruments and facilities. Also the probable time to complete the tasks should be specified. scheduled and tracked to completion. Individual as well as organisation-wide training programmes should be planned. 1. Coordination within a group is critical to completion of the maintenance task on time. Each of the tasks in the work-breakdown structure should have appropriate resources assigned to it. In some others.2 Work Management Any activity.4. For small activities.4.4 Supervisory Review Every maintenance activity should be performed under the charge of a supervisor.1 Training Strategy Every maintenance organisation should have a suitable training programme for its personnel. a welder may be re-trained to perform a pipefitter’s job. usage of modern tools etc. This is referred to as the work-breakdown structure.4. The required resources should be available at the right time and in the right quantity.4. 1. The maintenance manager should identify the training needs of his subordinates and get them trained. Most maintenance activities are performed in groups. For example. irrespective of the time it consumes. facilities etc. scheduled and conducted. This is the responsibility of the maintenance manager. Training. An organisation may not always find suitable people for performing a job. It would not be appropriate to track every small activity in the work-breakdown structure to completion. a bull’s eye chart may be appropriate for tracking work. manpower. 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. Every maintenance activity should be planned. a small maintenance activity may take not less than 5 hours. tools. tools.3 Resources Management As mentioned earlier. Resource here means manpower.· Subcontract management. can be provided on safety and productivity-related issues. 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. 1. The supervisor’s responsibility is to ensure that the required resources allotted for performing
. maintenance activities require resources in the form of spare parts. such as an oil refinery. for example. in one organisation an activity that takes only 15 minutes for completion is considered to be small. Management of resources is therefore critical to managing the maintenance function. The term ‘small activity’ should be defined by the quality assurance personnel because it varies from one organisation to another. is not managed if it is not planned and tracked.
4. This is the work order management process. in most cases. This involves establishment of policies and top management sponsorship. Like any other internal maintenance activity. Increasing the ability to perform.6 Subcontract Management A few maintenance activities require specialists at the job. 1. Once the activity is complete. 1.the maintenance activity are available to the repair gang on time and in the required numbers. The goals of the subcontract management should be to evaluate and select appropriate subcontractors for performing the maintenance activities. The repair men should be provided with a list of activities that need to be performed as a part of the maintenance. These factors have also been borrowed from the CMM. A better option is to subcontract the work. tools etc.7 Commitment of the Maintenance Personnel The repair men need to be committed to perform the maintenance activities.8 Verification of Implementation
.4. A few more basic areas like maintenance planning and configuration management would also need to be considered. 1. 1. They are responsible for collecting data while the maintenance activity is carried out. The selection of the subcontractor should be planned. The supervisor should also report completion of the activity to the maintenance manager so that the actual costs incurred are logged. 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.5 Quality Assurance The quality assurance personnel should be responsible for identifying the optimum route for performing a maintenance activity.4. and for analyzing them in order to come up with improved routes and work processes. Hiring these specialists on a full-time basis. 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.4. Ability of the maintenance personnel can be enhanced by providing them with proper and relevant training. Yet another goal would be to verify the correctness of the work performed. The subcontractor manager should select a suitable subcontractor based on a balanced assessment of the capabilities of prospective subcontractors. The supervisor should also guide the repair gang in performing the activity. the supervisor should inspect the equipment in order to ensure that the equipment is performing as desired. List of activities. subcontracted work should also be managed. is expensive.
materials and tools. Measurement of maintenance activity can be in terms of percentage of work complete to date.The supervisor of the repair men should verify the completion/ implementation of the maintenance activity. 3. The key process areas (KPAs) involved in enhancing the capability and maturity of a ____________________. estimated time to complete the work.9 Metrics and Process Improvement This is a continuous process. 1. tools etc. 15. Ability of the __________________ can be enhanced by providing them with proper and relevant training. Feedback on the maintenance activity performed should be given to the concerned repair men.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. 12. The maintenance manager is responsible for scheduling maintenance activities. The selection of the ______________should be planned. 2. the maintenance productivity and quality of the maintenance work. including manpower. 14.4. 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. The maintenance manager. Self Assessment Questions 11. They are as follows: 1. The resources. The supervisor group. Every maintenance organisation should have a suitable ___________ for its personnel. Four entities are important as far as the maintenance activities are concerned. Metrics and process improvement is a ___________________. 4. The quality assurance group. Gathering metrics on every maintenance activity helps in estimating the time requirements and also the cost. 1. 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
The equipment is running and is producing the desired output. The equipment is not wanted for production and is available for maintenance. Due to shortage of resources the maintenance activity is pending. Maintenance is carried out while the equipment is running. The quality assurance group determines the process of performing the maintenance activity in an optimized manner. This is called the ‘production window’. Prevent it from breaking down as in cases (1). 1. The equipment is in a failed condition. this is called corrective maintenance. The equipment is in a failed condition. Ettkin and Jahnig have described the work life cycle for the reactive and proactive perspectives.5.resources. (2) and (3). this is called preventive maintenance. At any time. They have divided corrective maintenance into two perspectives – ‘reactive’ and ‘reactive/proactive’ –and have defined preventive maintenance as a ‘proactive’ perspective. Maintenance is being carried out to restore the equipment to an operable condition.1 Maintenance Management Perspectives Kelly has described the dynamics of a production maintenance system considering a large process plant. 4. 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
. 3. Fix it when it breaks as in cases (4) and (5). 2. Since the equipment is not in an operating condition this maintenance activity results in considerable loss of production. This maintenance activity also does not incur any loss in production. As the maintenance activity is carried out. Since the equipment is in use there is no loss in production while performing this maintenance activity. an item of equipment or some part of it can be in one of the five following states: 1. 5. The maintenance manager tracks the activity to completion while the supervisor inspects and ensures the activity is carried out properly. 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. 2. the quality assurance group collects data on the process and analyses them with a view to improving the process. Relatively more time is spent on performing this type of maintenance activity. The equipment is taken out of production for a scheduled maintenance activity. It can be seen from the above that there are two perspectives of maintenance management: 1.
and indirect maintenance costs. regardless of the maintenance perspectives. the direct costs increase. This is an approach developed to reduce the likelihood of the failure of critical equipment to the minimum possible. consisting of labour costs. Most situations warrant a considerable mixture of maintenance types. The only difference is that of the time interval. v scheduling the maintenance task. v performing the maintenance task. which are primarily due to loss of production. 1. in the case of nuclear submarines.5. the time interval between the recognition and performance is very small as compared to the ‘proactive’ perspective.3 Preventive Maintenance Preventive maintenance is a proactive activity. involve the following steps: v planning the maintenance task. The intention is to detect potential failures early.2 Types of Maintenance The return of investment on an item of equipment can be maximized by maximizing its availability. This approach to maintenance becomes essential for any equipment where there are serious dangers to life should a failure occur. Availability of an item of equipment can be defined as the ratio of uptime to the sum of uptime and downtime.activity is actually performed. As the level of performing maintenance activity increases. in turn. The cost of unavailability. materials and tools. is proportional to the loss in revenue. The total maintenance cost is the sum of direct maintenance costs. There is rarely any organisation where only one type of maintenance is used. Performing a maintenance activity requires usage of resources such as manpower. All the maintenance activities. The preventive actions under such a situation would be to:
. results in loss of revenue. which is an indirect cost. for example. If personnel who operate and maintain the nuclear power plant of the submarine make serious mistakes. make changes and prevent failures. the ship and its entire crew are in mortal danger. In the case of the ‘reactive’ perspective. v Evaluation of the performance. The level of maintenance activity to be performed is obviously the one where the total cost is minimal. Also the indirect costs resulting due to failure decrease. 1. When an item of equipment is down it results in loss of production which. there is a trade-off between the maintenance costs and their benefits. material costs and direct overheads. Just as there is a trade-off between inventory holding costs and the reordering costs. The cost of utilization of these resources is a direct maintenance cost. corrective and other maintenance practices followed in organizations.5. The following section describes the preventive.
adjustment and similar activities. hours etc. 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. Primary objectives of this approach to maintenance are to: · Increase the life of critical equipment by preventing failures. · Replacement of worn-out parts. · Detect the onset of a failure. · Report deviations to the admiral-in-charge. These activities can prevent serious errors from occurring. Planned · activities are carried out and the main functions are: · inspection of critical parts of the equipment. power plants etc. This type of maintenance activity is applicable only for those items which exhibit a time-dependent failure
. · servicing. 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 approach to maintenance is also important in highly automated plants. such as car assembly. 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. which includes lubrication. and the commanding officer must promptly report on the corrective actions. These objectives give rise to the following methods of performing preventive · maintenance activities: · fixed-time maintenance.· 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. or after generation of a fixed cumulative output. · Condition-based maintenance. Analyze even the most trivial errors to determine what went wrong. where the cost due to loss in production is very high. For example.
Techniques such as oil analysis. checking for leaks in fuel-carrying pipes. Corrective Maintenance Corrective maintenance. The costs involved in condition monitoring may vary widely. analysis of acoustic emissions. the maintenance personnel can also collect data which can be used as inputs by other methods of condition-based maintenance procedures. and then the parts have to be repaired or replaced. This type of maintenance is called running maintenance. which can be measured either visually or by other means. cracks in the structure of a building etc. Complex situations require sensors and other high-tech tools to monitor the vibrations. Along with inspection. This is a proactive-reactive approach to maintenance and results in the following tasks: repair of failed parts of the equipment. shock pulses etc. if repair is not economical. 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. generally occurring in the form of breakdown maintenance. corrective maintenance is predominant. 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. In organizations where there are very few production windows. For example. 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. A parameter. as mentioned earlier.mechanism. the time required to perform this activity is
. There is a cost due to loss in production. ultrasonic waves and thermographs also help monitor the condition of the equipment. which the case is when the event leading to failure occurs in a predominantly random manner. These methods. With this kind of maintenance policy. replacement of failed parts with new ones. the solidification of the lubricant is an indicator of the machine’s wearing condition. Detailed analysis helps in detecting an impending failure. A simple case of condition-based maintenance is the visual examination of the brake pads of an automobile. Corrective maintenance activities are also performed when condition monitoring indicates onset of a failure. are expensive. Damage is caused to other equipment as a consequence of failure. or how the failure can be prevented is not yet known. Although. on the other hand. This method of condition-based maintenance is inexpensive. correlating to the onset of failure has been identified. 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. This approach is designed to detect the onset of a failure. Condition-based maintenance is also known as predictive maintenance. such as the setting of warning limits for the Solidification of the lubricant. It is an appropriate option for preventive maintenance when the following conditions apply: Prevention of failure is not technically feasible. In some situations it is possible to carry out some preventive maintenance activities while the equipment or plant is running. It is possible to identify a value of that parameter when action may be taken before full failure occurs. eddy currents.
much higher than the preventive actions require. Trained maintenance personnel also have a role to play in reducing the maintenance time. criticality of the equipment and the priority. The cost of utilization of the resources is a indirect maintenance cost. corrective maintenance work is scheduled and carried out. Five entities are important as far as the maintenance activities are concerned. 1. Once an item of equipment fails. If the priority is high or alternatively if the equipment is critical. While we know that prevention is better than cure. repair and replace certain other parts of the equipment. 19. Minor repairs which cannot be performed while the equipment is running. Depending on the availability of resources. are carried out after the equipment or plant is shut down. this can be reduced considerably if the organisation has all the maintenance procedures and systems in place. The work is deferred to a later date if the priority is low or the equipment is not so critical. we also realize that failures are unavoidable. the maintenance department personnel attempt to detect the cause of the failure. Whatever be the choice of the maintenance policy.
. This approach to maintenance is called opportunistic maintenance. an emergency maintenance is carried out. 18. most situations in organizations warrant a mixture of maintenance types. The maintenance manager is responsible for scheduling maintenance activities. The next chapter describes a few resources management techniques. 20. The maintenance work that is carried out is not directed at the primary cause of failure of the equipment or shut-down. Self Assessment Questions State whether the following statement True or False 16. it should be closely associated or integrated with the resources management function.5. Shut-down maintenance can either be a preventive activity or a corrective activity. 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. as well as major repairs and overhauls. When a maintenance activity is carried out on an item of equipment there exists some opportunity to inspect. The cause is usually recorded for future analysis and corrective actions are prescribed.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.4 Shut-down Maintenance Shut-down maintenance can either be a preventive activity or a corrective activity. 17. 1.
. Explain Objectives and Functions of Maintenance. Discuss Dynamics of a Maintenance Organisation. 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.7 Terminal Questions 1. 4.8 Answers Self Assessment Questions 1. 3. Ignorance 3. chemical and fertilizer plants. True 8. Write a note on History of Maintenance. What are the features of Preventive Maintenance? 1. Organisation-wide 6.1. 2. Maintenance 2. maintenance of plant and machinery was a thankless job and the maintenance function was considered a necessary evil. 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. Production 4. and integrated iron and steel works. 5. 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. nuclear power generating stations. This transformation has taken place in about 40 years and has brought about automation and increasing sophistication of plant and equipment. Resource Cost 5. What are the steps involved in Maintenance Organisation. False 7.6 Summary Until recently. From this state.
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. False Terminal Questions 1.1 2. True 20.4 5. Training programme 13. True 18.9.2 3. False 19. False 17.3 Copyright © 2011 SMU Powered by Sikkim Manipal University .2 4.2. False 10. Page 10 – Part 1. Page 3 – Part 1. Software organisation 12. Maintenance Personnel 14. True 11.Page 11 – Part 1. Continuous Process 16. Page 6 – Part 1. Subcontractor 15.4.1.
4 Tools and Facilities 2.2 Man Power 2.OM0006-Unit-02-Business Maintenance
Unit-02-Business Maintenance Structure: 2.6 Summary 2.1 Introduction Objectives 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 2.5 Effect of Maintenance types on Resources 2.7 Terminal Questions
plumbers etc. A Maintenance job is usually performed by a repair gang or repair crew consisting of an optimal mix of skilled workers.2 Man Power Almost all the maintenance activities require skilled personnel and most of the activities require more than one skill such as welding. can be used to determine the optimal number of welders.8 Answers 2. The procedures used are similar to those used for determining the optimal number of repair gangs required for carrying out maintenance activities. Queuing models. simulation techniques and queuing models have been used for determining the optimal number of repair gangs required to be deployed in a system. Basker. 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. not all skills are required for the same amount of time. manpower. Historically. An important issue in manpower is that of determining the optimal number of skilled repair workers. One solution to this problem would be to schedule individual workers rather than repair gangs. However. Manan
. An important issue in manpower is that of determining the optimal number of skilled repair workers. In this study the characteristics of the maintenance resources are discussed. Queuing models and simulation have been used also for determining the optimal number of tools and facilities such that the maintenance costs are minimized. For example.2. 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. can be used to determine the optimal number of welders. Queuing models. however. tools and facilities. rigging etc. Important among these are maintenance materials (spare parts). The usage of the models. Techniques used for managing the maintenance resources are also discussed. The disadvantage of assigning a maintenance job to a repair gang or crew is that the manpower utilization within the gang is not effective. which utilize the theory of minimizing the total cost of unavailability and labor. which utilize the theory of minimizing the total cost of unavailability and labor. fitting. requires some knowledge of the rate of failure (called arrival rate) and the repair distribution. plumbers etc.1 Introduction For performing any maintenance activity resources are required.
The objective is to determine the number of repair workers needed to constitute a repair gang. two basic questions need to be answered: · How Much to Order? · When to Order?
. Using the statistical inventory theory models. Using the material requirements planning/manufacturing resources planning (MRP/ MRP-II) technique.1 Statistical Inventory Theory Models 2.3 Spare Parts The spare parts (maintenance material) problems have been traditionally approached in three ways: 1.1. Using selective control procedures along with some heuristics. In addition to the holding and stock-out costs. 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. on the other hand.1 Inventory Costs Every organization keeps spare parts so that defective and worn-out parts of equipment can be replaced. and the number of repair gangs required such that the total costs (sum of labor cost and downtime cost) are minimized. stock-out and ordering costs. In general. there is also a cost of ordering a re-supply of spare parts.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. The objective of spare parts management is therefore to minimize the total of inventory holding. 2. not having the required spare part results in a stock-out cost. Newman and Brammer and Malmborg have utilized a material requirements planning/bill of materials approach to manage the manpower resources. Maintaining the spare parts in a store also incurs some cost. By holding spare parts in the inventory the funds of the organization are tied up which could have otherwise been invested in other activities. 2. 3. 2.3.3.
3 When to Order? An order placed with a vendor for re-supply of spare parts takes some time to get filled. The service level is defined as the probability of not having a stock-out situation. The total inventory cost TIC = the holding cost + ordering cost. 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. this is referred to as the lead-time.3. 2. the demand for spare parts resulting from the need to perform maintenance activities needs to be satisfied.1. During this period.
. 8. Thus.1. If the annual demand for an item is D. Let Q be the ordering quantity. Thus The minimum of TIC can be obtained by differentiating the above equation with respect to Q and equating the resulting derivative to 0. where c is the cost per order. 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. This provision normally takes the form of safety stock which is determined based on the service level.2 How Much to Order? Several models have been developed based on the principle of minimizing the total inventory costs.3.2. we have If The annual demand D for an item is 8000 units The cost of placing an order is Rs. therefore. obtained by utilizing the above equation for Q. 100.00 The unit price of the item is Rs. is 1000. then the number of orders to be placed is given by The ordering cost is.00 The rate of interest is 20 per cent annually Then the optimum order quantity. The complexity of the problem lies in the fact that neither the demand nor the lead-time is constant. The following is an illustration of a basic inventory model which takes into account the holding and the ordering costs. 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. These models help determine what has been traditionally known as the optimum order quantity.
low Unit price of the parts Scarce. This is the principle of the selective inventory control procedures. medium. Several procedures for classifying items into homogeneous groups are available. The re-order quantity. Technique Description ABC Pareto rule VED FSN HML SDE Table 2. Instead effort was concentrated on a few expensive and fast-moving items. 4) _______________ and queuing models have been used for determining the optimal number of repair gangs. 2. essential and desirable Criticality of the parts Fast. paying equal attention to all the inventory items was not feasible. irrespective of its criticality.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.2 Selective Inventory Control Procedures The statistical inventory control techniques require that each item. Items were categorized into homogeneous groups based on their characteristics. the safety stock and the minimum and maximum inventory levels require to be determined for each of the items in the stores. By this method the spare parts are classified into nine Basics Of Formulation Annual usage value of the parts Vital.Self Assessment Question 1) Maintenance job is usually performed by a _____________or repair crew consisting of an optimal mix. be given equal importance. Ramani and Krishnan Kutty have utilized an ABC×VED 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. During the days when computers were not available. a few of which have been listed. 3) Every organization keeps spare parts so that defective and ___________ of equipment can be replaced. slow and non-moving Usage rate of the parts High. 2) Several models have been developed based on the principle of minimizing the total _____________.3. The following paragraphs describe some of the applications involving a combination of selective inventory control procedures. difficult and easy to procure Procurement lead-times
It is the time required to replace or repair the part.
. MUSIC-3D. a part may be called critical if the loss of production caused by non-availability of the part is very high. A three dimensional classification technique has been used for the purpose. These eight categories have been formed by taking only two categories in each of the three dimensions. statistical inventory control models or heuristics are utilized to determine the ordering parameters such as the order point and the order quantity. The two categories formed on the basis of sales value are high sales value and low sales value. Tayi and Levy have utilized a two-dimensional classification method. The stocking policies for each of the 27 categories are determined using heuristics. Saha and Mohanty have developed a spare parts stocking policy with an objective of minimizing the downtime of critical equipment. the multi-unit spare inventory control. which categorizes the spare parts into groups based on their criticality. There are several ways by which the criticality of a part can be defined. If a substitute part is readily available then the part may be less critical. Although the selective control procedures make the managing of the multiple inventory items easier. the stocking policy for a spare part in the V/S/F category is 2. For each of the nine categories. The first dimension. 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. Moreover. VED and the SDE classification procedures which results in eight categories of items as shown in table 2. a range of service level is specified. while the categories formed on the basis of criticality of the parts are critical and non-critical. fi is the number of failures per unit time involving the part i. which is based on the procurement leadtime while the third dimension makes use of the FSN classification (usage rate). A reorder point-order quantity technique is used in conjunction with this method for replenishment of parts. The second dimension uses an SDE classification. in the categories formed on the basis of lead-times are long lead-time and short lead-time. A part may be classified as a critical part if the consequence of running out of stock is severe.categories. For instance. which makes use of the ABC classification criteria. Duchessi. it should be noted that most of the classification criteria are subjective. In other words. 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. For example.6m where m is the maximum quantity of parts requested at any time. The first dimension utilizes a VED classification methodology. makes use of a combination of ABC.2. and Ni is the standard deviation of the downtime cost (E denotes expectation).
in general.2 shows the bill of materials for a petrol engine. 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. Figure 2. Later in this section. As mentioned earlier in this section. The bill of materials. The demand for an inventory item is termed dependent when it is directly related to. It is an operations as well as a financial system.2 2. This section provides a brief overview of the closed-loop technique. the petrol engine is an end-item. the piston rings and the bearings. It can also be considered to be an assembly definition. The technique is based on the principle of dependent demand. a logic processor and a capacity planning subsystem.1 The Bill of Materials The bill of materials defines how one or more items are brought together to make up another item. 2. The bill of materials indicates that the engine consist of three subassemblies – the piston assembly.3 Manufacturing Resources Planning The manufacturing resources planning (MRP-II) technique has been used widely for managing production resources. the crankshaft assembly and the cylinder assembly. in turn. an inventory status file.3.3. An end-item is an item at the highest level of hierarchy in the bill of materials. some applications involving management of maintenance inventories are also discussed.Table 2. The immediate
. the application of MRP is also very simple. defines the constituents of an end-item. In addition to this. As seen in the figure. The piston assembly.3. It consists of a master production schedule. MRP-II possesses two basic characteristics which go beyond the closed-loop material requirements planning (MRP).1 shows the components of MRP. semi-finished or finished form. 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. or derived from the demand of another inventory item. The components can either be manufactured in the shop or can be boughtout items. in a raw. is made up of the piston. a bill of materials file. The components in the diagram have been described briefly. It is also a system simulator. All other constituents of the petrol engine are referred to as items. Figure 2.
As seen from Figure 2. for example.
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. In addition to defining the relationship between items.1
. is an item whose parent is the piston assembly. the bill of materials also indicates the quantity of an item that goes into making a parent item.predecessor of an item is called the parent item. The piston. The MRP technique uses the bill of materials for computing the requirements through a process called explosion or desegregation.
There may be a case where an item is used in two different end items. As shown in Table 2. TPAN 75 and CPAN 75 that need to be produced. The master production schedule indicates the quantity of items to be produced in a given period. Also. the top management has budgeted 6 tones of carbide tools to be produced during the year. The requirement at one level is computed first before proceeding to the next level. 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. level codes are assigned such that identical items used in different end-items are maintained at the same level. This is further broken down into a schedule for specific variants of carbide tools such as SPAN 50. which is a budget set by the management. Since the demand for carbide tools is all through the year. In order to make the computation of the requirements easy. The priorities for the production of items specified in the master production schedule are set by the sales plan. This would mean that 0.3.
. The master production schedule is constrained by the production plan. The total weight of the variants scheduled for production during the month when totaled equals the budgeted weight as shown in Table 2. This includes raw materials.3.2 Master production Schedule A master production schedule is a statement of production of end-items for a given planning horizon.5 tones of tools need to be produced every month on average.Figure 2. this can be broken down into 12 production months. it may so happen that the items are used at two different levels.3. semi-finished and finished parts. 2.3. It states what end-items need to be produced and how many needs to be produced in a month or week.2 Every item in the bill of materials is given a number or code such that no two parts have the same number.3.
0.2 CPAN 50 0. · Quantity on order.3 0.5
0.3 0.3 0.3 0.3
Feb Mar Apr May Jun Jul
Aug Sep Oct Nov Dec
0.5 Tools Master Schedule SPAN 50 0. the safety stock.3.4 Requirements Pegging
0. In general.5
0.3 0.1 0.1
2.3.2 0.2 TPAN 50 0.3 Inventory Status File The inventory status file contains up-to-date information about all the materials stocked in the stores. 2.Item code Jan Production Plan Carbide 0.1 0.5
In addition to the stock data.3 0.1
0.1 0. the inventory status file also contains the planning factors such as the procurement or manufacturing lead-times.5
0.1 0.1 0.1
0.3. the batch sizing policy. 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.3.3 0.5
0.1 0.3 0.2 0.2
0.1 Table 2. the inventory status file maintains the following data for every item: · Quantity on-hand.1 0. the scrap allowances etc.
2. In some cases. in the case of a proactive perspective the maintenance activity is planned and the timing is also determined well in advance.3. it becomes necessary to trace the demand for an item to its source and this process is referred to as pegging. 8. Self Assessment Questions State whether following statement True or False.Explosion is a process concerned with generating gross requirements. 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. The scheduled receipts are taken into account while computing the net requirements. This uncertainty may result in rescheduling of the receipts.
. Activities such as fixed-time maintenance enable managers to determine the exact number of parts required.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. irrespective of its criticality. This is a deterministic situation. 2. The manpower requirement is also known precisely. 5. 2. 6. The statistical inventory control techniques require that each item. 9.3. not be given equal importance. For audit purposes.5 Rescheduling Process Scheduled receipts are orders which have already been released to the shop floor or to the vendors. Scheduled receipts are orders which have already been released to the shop floor or to the vendors. The bill of materials defines how one or more items are brought together to make up another item. 7.5 Effect of Maintenance Types on Resources As mentioned earlier. A master production schedule is a statement of production of end-items for a given planning horizon. The inventory status file will not contain up-to-date information about all the materials stocked in the stores.
· Use standby equipment. cannibalization can lead to severe control problems at a later time. 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. have been used by industries for spare parts planning. such as the use of ABC and VED classifications. This perspective has been created by initially discussing the various types of maintenance resources and their characteristics. 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. 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. In some cases cannibalization is also practiced. and if manpower is a constraint. 2. if not both. Managers in some organizations carry out cannibalization as a last resort in order to meet the production requirements. The technique should be able to take into account preventive. As per the definition of maintenance. condition-based. the maintenance activity is neither planned nor scheduled in advance. does not reduce the number of inoperable parts. 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. however. and corrective maintenance activities (and not just one of them). · Build-up spare part inventories and tools. Since failures occur randomly it becomes difficult to predict the resource requirements. statistical inventory theory models and selective control approaches for multi-item inventories for spare parts planning and queuing theory and simulation for manpower planning. and the various models and techniques which are commonly used. Consider a situation where two identical items of equipment have failed due to different failure modes. There are some
. then the immediate requirement would be to restore at least one of the items of equipment to a working state. Selective control procedures. This approach to maintenance is called cannibalization. this happens to be an undesirable situation and should be avoided. Cannibalization.6 Summary The problem of management of maintenance resources has been discussed.In the case of a reactive perspective. namely. 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. If the equipment is critical.
Explain Master production Schedule. 2. 4. such as the re-order point and order quantity. VED×SDE×FSN and ABC× VED×SDE. Inventory costs 3. For example. Summarize Bill of Materials.7 Terminal Questions 1. or heuristics. whereas VED and SDE may be more appropriate for special spare parts (ones which are used on particular equipment). ABC and FNS are more appropriate for standard spares such as pulleys. are utilized to determine the ordering parameters.8 Answers Self Assessment Questions 1. In these cases as well. based on just one criterion is adequate. For the above reasons. 5. Explain Man Power. 2. For spare parts. ABC×FSN. Worn-out parts 4. statistical inventory control models. researchers have suggested the use of multidimensional classifications. Simulation techniques
. 3. Repair gang 2. such as ABC×VED. Define Statistical Inventory Theory Models. in turn. sprockets and bearings. Such classification schemes. belts. Classifying spare parts into homogeneous groups using a classification scheme is difficult since different types of spare parts require different classification schemes. 2. and these models have their own shortcomings. chains. give rise to a large number of classes of spares with each class having its own planning and control parameters. or categorization. Briefly summarize effect of maintenance types on resources. classification.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.
1 5.2.2.Refer 2. Refer 2. Refer 2. True Terminal Questions 1. False 7. True 6. True 9.1 2.
. Refer 2.3. False 8.5.3. Refer 2.4 Copyright © 2011 SMU Powered by Sikkim Manipal University .2 4.1 3.2.
etc. The Work Management process requires the full support of the entire organization (e. production.4 Summary 3. Engineering.
.5 Terminal Questions 3. planned. Maintenance.1 Introduction Objectives 3. Scope of work includes maintenance.6 Answers 3. closed and critiqued. selected.g. waste management.2 Functional Requirements Equipment Maintenance Function Work Order Management Function Inventory Management Function Vendor Management Function Subcontractor Management Function General Information Systems Specifications 3. Planning & Scheduling. scheduled. and R&D activities. projects. executed. Work Management – A deliberate process in which a scope of work is identified. Operations.).3 Work Management Process 3. To fully understand the breadth of Work Management it is important to understand what Work Management is..1 Introduction Our goal is to establish excellence in Work Management.OM0006-Unit-03-Work Management & Identification
Unit-03-Work Management & Identification Structure: 3.
Equipment maintenance function. Store maintenance data including failure and repair data. 5. · Report on the performance of the overall maintenance system using standard indicators. Vendor management subsystem. should have the following functions.2 Functional Requirements Before designing the information system. · Plan procurement of resources. 6. manpower and tools would be available. 2. Track overall maintenance function performance.Objectives: A maintenance management information system must help you to · Schedule the Maintenance activities. 4. 3. Work order management subsystem. The functional requirements of the information system should be gathered first. Schedule preventive maintenance work. Plan maintenance work – ensure materials. 5. 3. Requirements can be gathered by interviewing the prospective users or circulating questionnaires. hiring of subcontractors and arranging facilities. Subcontractor management subsystem. 1. A maintenance management information system. Inventory management subsystem. Predict failures to a chosen level of confidence.1 Equipment Maintenance Function The equipment maintenance function needs to perform the following: 1.
. · Optimally utilize maintenance resources. 3.2. 2. at the least. Update data when a failure or preventive maintenance activity is initiated and completed. the scope of the system should be clear. 4. 3.
Track utilization of manpower. 3. 3. Schedule work visually.2.7. 6. 7. materials and tools. 3. Print reports as desired by the maintenance manager and top management. Convert critical maintenance requests into work orders. Create maintenance requests.2. Plan capacity. 5. Produce reports as desired by the maintenance manager and top management. 9. Produce reports as desired by the maintenance manager and top management. 6. 5. covering manpower.3 Inventory management function The inventory management function has to do the following: 1. tools and facilities. 7. List pending work. 8. Track status of work in progress. 3. Schedule release of planned orders (materials). Generate work orders for preventive and corrective actions. 4.2. 4. 3. tools and facilities. Update materials inventory data as and when an issue or receipt of materials occurs. Store and maintain inventory data including skills and tools. 2. Track status of manpower.2 Work order management subsystem The work order management function is required to perform the following: 1. Track maintenance costs. Alert the maintenance manager to place orders for materials as planned and in the required quantity.4 Vendor management function The vendor management function needs to perform the following:
Devise metrics for evaluation of vendors. 3. Make on-line data entry. 3) The equipment maintenance function needs Schedule preventive maintenance work.1. 3. top management and middle management.2.2. 3.6 General Information Systems Specifications The general information systems specifications need to perform the following: 1. Print related reports. Organize skills provided by subcontractors. Track progress of subcontracted work.
. In order for a system to be efficient. 2. 2. 5. Track quality of subcontracted work. 2. 6. Maintain data related to subcontracts. Track cost. Maintain vendor information. 4. 3. Validate data entry. Produce reports as desired by maintenance manager. each level of management needs to have access to the required information and should be able to extract the data which is needed. Cater for three levels of users’ administration. 2) The work order management function is required to perform Plan capacity. 1) The subcontractor management function must not maintain data related to subcontracts. 3. Self Assessment Questions State whether the statement is true or false.5 Subcontractor management function The subcontractor management function must: 1.
5) The vendor management function needs maintain vendor information. safety and protecting the environment. · Execute the work. Contractors develop management programs to execute much of the work of contracts. · Close the work item after completion. they would entail routines used to monitor attributes important to mission execution. The statement of work. Whether mandatory or voluntary on the
. · Select the specific work that will be planned. and · Critique the planning. requirements stated in the contract and the annual budget process form the top-level means of identifying the work that will be performed. A number of these programs are mandatory. 3. On a day-to-day basis.3 Work Management Process These steps to be followed in work management process are: · Identify the work that needs to be performed. · Schedule the work for performance.4) General information systems specifications will not validate data entry. 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.
The contract between DOE and the contractor provides the top-level mechanisms for work to be identified. other programs may be developed by the contractor in furtherance of contract execution. Each year DOE and the contractor review the contract and the progress of work as part of the annual budget process. · Plan that work. Identify Work Concept This element describes the processes and tools put in place that determines the work that a contractor performs. The statement of work in the contract provides a description of the mission-related work that DOE expects to be performed. scheduling and performance of the work that has been accomplished.
Workers are encouraged to be vigilant in monitoring facility conditions for system or equipment problems. no contractor has the resources to complete every identified work request. The Select Work element funnels the work requests through a validation or screening process to determine those work items needing to be completed. 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. these management programs provide one of the primary paths for work to be identified. environmental monitoring. changes. system and environmental parameters. The discovery of new information may result in the need for additional research and development or design changes to existing systems and equipment. Program and project plans are updated with the information developed during the annual budget process. On-going assessments or reviews may identify the need for corrective actions. they provide a method to track.
The annual budget process provides contractor and DOE management the resources to manage the work that is identified for further planning and execution. Work requests not supporting the current mission. Additional management tools that are used in the work identification process also support other elements of the work management process. Work is also identified on a daily basis. at a high level. an identified project or specific facility need are screened out and no further resources applied to their resolution. These include work requests. and similar repetitive procedures. The identification of work is. Other types of work are converted into work requests. While the threshold for identifying work items needs to be sufficiently low to all capture work items. contractors often put routines in place. They provide the opportunity to proactively manage the identification of emergent work. The schedule is also a tool that ensures that work is properly identified. operator rounds. In furtherance of management programs. a continuous process. After the work
. From this process the work to be planned and executed in a given year is identified. These routines can include Technical Surveillance Requirements/ Limited Condition of Operations TSR/LCO surveillances. or improvements. Select Work Concept Management programs identify the operational activities and routines that need to be completed to meet mission deliverables. therefore. Routines are executed to monitor equipment. prioritize and coordinate the management of several categories of work.part of the contractor. 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.
Location of the work. may all provide key information needed to properly validate the work. stay in compliance with the established safety basis and operating requirements for that facility or project. coded with respect to like components and systems. Work may be tied to contract milestones. · Need Date: Work requests must clearly indicate any deadline dates and the estimated time period for completing the work. Work requests that are clearly not going to be accomplished due to cost impacts should be screened out at this point. · Work Cost: Work requests may be identified that will require funding that is beyond that available to the contractor. traded off with lower priority work or put forth as a candidate for additional funding. · Operational Impact: Work requests that have immediate impact on the health and safety of contractor personnel need to be processed rapidly. or management commitments. or required plant operational modes to facilitate tracking and planning and then entered into the work management system. This second type of work will normally be given a relative priority. Knowledge of these drivers allows effective prioritization of work planning efforts. If the work item is a duplicate it should be screened out. Attributes evaluated include: · Work Scope Identification: A clear scope statement is necessary to understand what work activities are necessary. Or the work request may require a documented resolution. · Work Duplications: Contractors use Work Management Tools to track work orders. Effective work management processes utilize a graded approach to resolving work requests. A strong validation process incorporates two-way communications with the work request identifiers. The work may be simple enough that no initiating work documents are required (so-called “tool pouch” or “quick fix” items). problem symptoms. etc. Work requests that have equipment impacts must be evaluated and the systems configured to protect equipment and workers.
. if sufficiently important. operational requirements.
Work selection is a continuous process to handle the work requests identified on a daily basis. equipment identification. or. and interface with mission requirements.request has been validated a formal work order is entered into the work management tools used by the contractor. The work selection process starts with a work validation. These tools should be reviewed to determine whether duplicate items are already entered into the system. This validation process evaluates attributes of the work items to determine if the work item should be processed through 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.
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.
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.
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 didn’t 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
Mechanics For each assigned task.
. Applicable work instruction prerequisites are completed to ensure readiness to work. the first-level supervisor performs a final review of the work instruction. 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. · Build scaffolding and install lead shielding. This work should be completed in parallel with establishing worker protection and industrial safety requirements. · Complete rigging preparations. Example components of work execution include the following: Preparations: · Contact job support personnel as required. ensures that procedures and references are the latest revision and that all of the required permits are issued and up to date. · Assemble required test equipment.· 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. · Remove insulation. 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. · Assemble tools and material at job location.
The supervisor documents relevant as-found conditions and the work performed. · Set up welding equipment if required. · Build contamination control devices (catch basins. Management Management tools put in place to monitor work execution include the Plan of the Day or other work progress meeting. 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. job hazards analysis. Pre-Job Brief: · Scope of the task · Review of prerequisite section of the work instructions · Responsibilities of all participants. environmental or radiological hazards of the task from the work document. As the work completes. the first-line supervisor oversees and directs the work activities in accordance with the approved work instructions. which monitors the day-to-day progress of work execution. 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. field walk-downs. and water requirements. and identifies all discrepancies and incomplete work items.· Provide necessary temporary air. Finally. 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 completes all system/equipment checks described in the work instructions to return equipment to service. water storage/recovery systems). tents. power. · Finish prefabrication work. Radiological Work Permit. Formal programs to have management observe work in the field will provide not only
resolve any deviations. are satisfied and test results are approved. normally in the operations organization. Important attributes of these processes are discussed below. Close Work Concept Work can be closed and declared complete when defined requirements in the approved work package have been met. These steps include the process of verifying that work has been completed. Documentation associated with the work evolution can then be signed off. The system/components can be returned to operations subject to any controls defined in the work instructions. calibration and preventive maintenance data into the Work Management System. · Dispose of excess materials and waste properly. · Remove all temporary/test equipment and restore system/components to operable status. . including quality. based on work completed also provide feedback on work execution. an inventory of equipment and parts used and feedback to the work management process. regulatory and safety basis requirements. Verification: · Verify all administrative and technical requirements. or authorized incomplete/open work items. or exceptions have been authorized by the person responsible for accepting the work.status.. capturing repair history. Mechanics The work closure process can be described as several related steps. but a more accurate feel for work difficulty and potential coordination issues. · Update as-built drawings. · Update the files for the affected system/equipment. Documentation: · Document work completion against requirements. · Ensure condition tags and other documents are in the completed closure package prior to returning it to the Work Management Center. e. as appropriate.g. documenting the completion of work. Schedule updates.
. returning (or turning over) equipment and systems to operations. a number of sites use standard computerized templates to capture relevant historical information.
drawing and training updates are completed prior to placing the component(s) in service. the previous work week (Work Week Critique) period. and lessons learned. and ensuring completion of the work closure functions. improvements or lessons learned are identified. If there are authorized open items. 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. etc. · Return unused parts to the warehouse. · Verify required procedure. issues.) process takes selected jobs and critiques them to identify good practices. e. and return the system/equipment to the required configuration to support facility operations. Inventory: · Document material used. · Evaluate the authorized incomplete/open work items for any operational impact concerns. Work critiques take on many forms. the work package should have been changed and procedures amended by the appropriate formal documentation. Management The first-line supervisor is responsible to verify work completion against requirements defined in the approved work package.· Retain the closure package in accordance with the Site’s records retention requirements. the first line supervisor should consult with the work planner and the systems engineer as needed.g. and incorporated into subsequent work. Mechanics The post work critique (ALARA.. Return to Operations: · Review work activity and all testing for system/equipment operability. · Accept the system/equipment for operability and return to service in a timely manner. Critique Work Concept This element describes the processes and tools associated with performing a critical analysis of work to ensure that issues. · Release all remaining clearance tags. Improvement opportunities are
typically formally documented and followed to closure through a commitment tracking system.
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)
. but was not & what the issues were which prevented that work from being accomplished. what was initially intended to be accomplished. 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. o Metrics which track and trend the work week elements. including the specifics regarding what was accomplished. 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. · Work Week Critique Report: A formally prepared report which comprehensively addresses the work week being analyzed. The report should also include: o A breakdown of the types of work scheduled & accomplished for the week. including Emergency. The work week critique process is a continuous improvement process. Issues should be trended to identify programmatic issues. Emergent. etc. The applicable post work critique output should be discussed in the work week critique process described below. typically covering the previous weeks work activities · Work Week Critique Attendance: Work week critique targeted audience should typically be that of Facility Senior Management.
3. Explain components of work execution. or exceptions have been authorized by the person responsible for accepting the work. Explain briefly Identify Work in Work management Process. Management programs identify the operational activities and routines that need to be completed to meet mission deliverables. Explain Functional Requirements in Work Management. 5. 3.5 Terminal Questions 1. 9) Identify describes the processes and tools put in place that determines the work that a ________ performs.
. Management programs identify the operational activities and routines that need to be completed to meet mission deliverables. Describe Close Work in Work Management Process. 3. 7) _________ can be closed and declared complete when defined requirements in the approved work package have been met. Work can be closed and declared complete when defined requirements in the approved work package have been met. 10) ___________________ systems are often put in place to collect work requests.4 Summary The Work Management process requires the full support of the entire organization. 4. Explain Schedule Work in Detail.· 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 _________. Identify Work describes the processes and tools put in place that determines the work that a contractor performs. Execute work describes the _______ and ______ associated with the actual performance of the work. 2. normally in the operations organization.
. True 6. Close Work 8. 5 4) Refer Page 8 5) Refer Pages 9.6 Answers Self Assessment Questions 1. True 4. Tools 9. Worker feedback 7.1 2) Refer Page 10 3) Refer Page 4. False 5. 10 Copyright © 2011 SMU Powered by Sikkim Manipal University .3. True 3. False 2. Work management Terminal Questions 1) Refer 3. Processes.
failure of insulation in electrical circuits. especially while processing important jobs.2 The Maintenance Function 4. 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. formation of sludge’s and corrosive compounds on the machine parts. breakage and slips of gear and belt drives.5 Summary 4.1 Introduction The turret lathes and gang drills were acquired second-hand. the machines caused a great deal of anxiety to the management by failing quite frequently and unexpectedly.4 Maintenance Economics Breakdown-time Distribution Preventive versus Breakdown Maintenance (Single Machine) 4. In the initial stages. etc.7 Answers 4. one-year back.
.1 Introduction Objectives 4. overheating of motors. misalignment of shafts and pulleys. and low morale of workers.3 Maintenance Strategies Corrective or Breakdown Maintenance 4. The reasons for breakdowns were many: development of high temperature in the bearings. and were immediately commissioned.6 Terminal Questions 4.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.
or to keep the equipment running. or to restore to its favorable operating condition. 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’. and cannot attend to any repairs or maintenance. Machine and component failures can trigger incidents or cause costly production interruptions.2 The Maintenance Function Maintenance. availability.
. Minimizing the failure count or their adverse effects leads to increased safety. The four workers were divided into two crews. is any activity carried out on an asset in order to ensure that the asset continues to perform its intended functions. It improves the systems overall reliability. each crew consisting of two workers. 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. the proprietor had considerable difficulty in finding he maintenance specialists. After a long search. Maintenance work on a machine requires both workers of a crew. they are to be paid overtime. As he wanted technicians with experience on the specific machines he had. Minimizing these adverse effects is the role assigned t maintenance. or to repair any equipment that has failed. and consequently higher production efficiency. Preventive maintenance of a machine consists of dismantling the machine and checking all its important parts and making the necessary adjustments and replacements. the proprietor of the workshop advertised for maintenance specialists for the turret lathes and gang drills. to most people. he selected four technicians for employment. Such maintenance is expected to reduce the frequency of machine breakdowns. The machine operators can only operate the machine when they are in working condition. The maintenance crews can do breakdown maintenance as well as preventive maintenance for all the four machines. reduced downtime and cost of operation.In order to combat these problems. The technicians accepted the job under the condition that if ever they are required to work in the second shift on a day.
Over the past years. From a simple expectation of keeping equipment running or restoring it to the desired operating condition. It determines the risk-safety.1 shows the evolution of the maintenance philosophy. the significance of maintenance and its role in plant operation has changed significantly.
. energy efficiency. It ensures that the equipment is able to maintain quality standards. · Down-time is minimized. The maintenance function plays a supporting role to effective operations. and · The cost of operation and maintenance is minimized. as well as the quantitative and cost standard of outputs. The evolution can be seen to cover 3 different generations of thought.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. in addition to its traditional roles of enhancing plant availability and lowering costs. management today sees a much larger role for maintenance. product quality and customer service profile of the organization. The evolution in the maintenance thought process is rooted in the changing complexity of industry itself. 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. environmental integrity. Maintenance efficiency is viewed as an integral part of business effectiveness.1: Evolution of Maintenance Philosophy Table 4.
Hence. 2.3 Maintenance Strategies
. reliability and availability have become key issues. but they are thought to be at least partially due to abrupt changes in stress distribution in the components. there is a definite pattern of lifespan. or sheer quality deficiency in their manufacture. 4. First Generation (1930-40) – The first generation represents the earlier days of industrialization where mechanization was low. As maintenance costs started to rise sharply relative to other operating costs. fatigue due to flaws in the molecular structure of the metals or plastics involved. These have led to major developments in maintenance philosophy based on manufacturing reliability systems. there is a rather high incidence of early failures. expert systems and continuous improvement programs have developed. unpredictable and cannot be prevented by additional testing or burn-in of the components. Downtime did not matter much and no need was felt to treat maintenance as a high priority issue. 3. During the infant mortality period. Among collections of equipment. downtime became a problem and management tried to find means and ways to minimize and prevent these failures. called infant mortalities. the growth of mechanization and automation has become more complex and even small breakdowns in equipment affect the operation of the whole plant. primarily due to the presence of weak or substandard components or design inadequacies in not properly understanding the operating conditions. the weak components from the infant mortality period have either been repaired or replaced. Factory equipment was basic and repair and the restoration process was simple. Third Generation (after the 1980’s) – Since the 80’s. this pattern manifests itself when a collection of machinery is subjected to rigorous operation. This is the useful period of the machine. As this dependence grew. As these components drop out one by one. the failure rate keeps decreasing until a relatively low constant level is obtained.1. industry became increasingly dependent on these complex machines. the failure rate is high. there was an added interest created in the field of maintenance planning and control systems. During this period. The failures that do occur during the period are truly random. Repairing and restoration had become more difficult and special skills and more time was needed to maintain and repair equipment. In practice. The reason for the occurrence of these failures is not fully understood. With increase in mechanization. This led to the concept of preventive maintenance. Most equipment that survives infancy will continue to perform with few failures occurring. Researchers into the reliability of equipment recognize that within a collection of machines. Second Generation (1950-70) – The second generation emerged as the result of growing complexity in equipment and plant design. How Equipments Fail Maintenance is concerned with controlling the condition of equipment.
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
Although the scope of maintenance will vary depending on the type of industry.
.. b) Plant protection. b) Generation and distribution of utilities. its size. equipment. The secondary functions are: a) Maintenance stores. c) Alteration to existing equipment and buildings.Over the years. many new approaches have been advocated as maintenance strategies that are intended to overcome problems related to equipment breakdown. buildings and grounds. etc. d) New installations of equipment and buildings. The primary functions are: a) Maintenance of existing plant. maintenance functions may be identified as primary or secondary functions. the prevalent management policies.
and as the name suggests. the repair work is performed only after a piece of equipment has failed. It is also called. 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. which has broken down or developed a fault. · However. 4.
.c) Waste disposal. breakdown maintenance. action must be taken to address the cause.3. · The approach to maintenance is totally reactive. Corrective maintenance is performed at unpredictable intervals because a components failure time is not known a priori. · Corrective maintenance may be defined as the repairs carried out to restore equipment. maintenance is activated on breakdown. The goals and objectives of corrective maintenance management are. 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. To rectify the problem. · Restoring a failed system usually involves replacing or repairing the component that is responsible for the failure of the overall system.1 Corrective or Breakdown Maintenance This is one of the earliest maintenance strategies implemented in the industry. the maintenance technician must verify that the system is again successfully operating. d) Salvage. the rectification of the fault should be processed in the same manner as for planned maintenance work schedules. and b) To do this in a cost effective manner. b) Repair and/or replacement of faulty component(s): Once the cause of system failure has been determined. corrective maintenance is periodically performed on the equipment. a properly designed fault reporting system must be instituted and similarly. so as to restore it a specified operating state. · Corrective maintenance strategy has no routine maintenance task and therefore is also described no scheduled maintenance strategy. a) To restore the faulty equipment to a healthy operating state as promptly as possible. It consists of the action(s) taken to restore a failed system to operational status.
The breakdown time distribution of the complex machine probably will
. In such a situation. For example. _________ Maintenance strategy has no routine maintenance task. Even where capacity is not a constraint. The first generation represents the earlier days of ___________ where mechanization was low. Machine and component failures can trigger _________. the breakdown maintenance practice may be costlier than other maintenance strategies. Self Assessment Questions 1. management must know how the breakdowntime is distributed.1 Breakdown-time Distribution In order to establish the cost implications. 2. 5. and where production interruptions may be negligible. breakdowns may affect production and thus reduce profits. proper feedback to the design department may lead to alterations in design that will reduce or eliminate failures. As maintenance is an economic decision. 3. the practice of attending to machines only after they have broken down may be uneconomical. each part will have a different failure distribution. · Where capacity and demand are close. and the adoption of other maintenance practices may reduce interruptions to production. In such cases. the failure of any one of its parts can cause a breakdown of the machine. if careful observations of repeated failures of an equipment or system suggest that the remedy lies in correcting the system. The growth of __________ and automation has become more complex.4. what are its cost implications? 4. 4. thereby eliminating or at least minimizing the failures.· 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. But in the case of a complex machine. Such a distribution will show the frequency of maintenance-free running times for a given number of operating hours. Moreover. maintenance engineers should be allowed to consider the possibility. Restoring a failed system usually involves _________ or repairing the component. 4. A simple machine with few moving parts will probably have breakdowns after a fairly large number of maintenance-free runtime hours.4 Maintenance Economics Maintenance policy refers to an organization’s 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.
The total system reliability will be the product of the reliability of each individual system. the reliability of the total system would equal the product f reliability factors of each of the sub-systems. and the ‘run-times free of breakdowns’ as the ‘x’-axis. B. adjustments before it can give reasonable trouble-free service. it would amount to (0.7 = 0.show greater variability than the simple machine even though it may have the same average.4 can be used to plot the percentage of breakdowns that exceed a given runtime as the ‘y’-axis. maintenance free run-time as that of the simple machine.9. B = 0. C & D. C = 0.
T3 = Average free run time free of breakdowns Figure 4.9 ‘0. i. Say to obtain the ‘a’ curve in figure. curve ‘b’ is the exponential distribution and exhibits medium variability and curve ‘c’ exhibits high variability.8.2 Figure 4. Equipment can be considered as a total system with its sub-assemblies as sub-systems.4 for the percentage of breakdowns. subtract from 100 the figure 4. which exceed a given free-run-time. Curve ‘a’ exhibits low variability from the average maintenance free breakdown-time ‘Ta’.2 represents a graphical description of the degree of variability in free-run-time. The variability depicted by curve ‘c’ is typical of complicated equipment that needs ‘fine’.40). The same data that we have used to plot figure 4. if the total system has four sub-systems.8 ‘0. while curve ‘b’ represents a more complex machine.free run-time as the other two but the distribution has much wider variability.8 ‘0. By reliability we mean the probability that the system will give trouble free service. Curve ‘a’ depicts the behavior of a simple machine. For example. that one can be sure the machine will operate reliably. and the reliability factors are A = 0.7.e.8 and D = 0.
.. In this case. say A. and plot this against the run-time. It also shows that it is only after a few periods of trouble free running. If we assume that the failure of any one of the sub-systems can cause the failure of the entire system. The frequency distribution curve ‘c’ has the same average maintenance.
is equivalent to ‘Tr’ (maintenance free run-time) plus ‘Tm’ (the time take to do the preventive maintenance). which after a machine has been running for fixed time ‘Tr’. If the distribution has greater variability. shortening the preventive maintenance cycle can reduce the number of actual breakdowns. This preventive maintenance work takes a time ‘Tm’. after which the equipment is ready to work.Figure 4. more breakdowns are likely to occur during the course of the standard period. the situation is slightly different.2 Preventive versus Breakdown Maintenance (Single Machine) Consider a preventive maintenance schedule. and the length of the standard preventive maintenance cycle. Ideally. Figure 4. This can be considered the standard preventive maintenance cycle time. The probability of occurrence of a breakdown in the two different cycles depends on the specific breakdown-time distribution of the equipment. the average maintenance free run-time.4. The total time period ‘Ta’.4: Breakdown-time distributions 4. preventive maintenance should be performed just a little before normal breakdown is likely to occur. In such cases. the machine is shutdown. When this happens. the running time between the preventive maintenance and the breakdown plus the time taken to repair the breakdown.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
. inspected and parts replaced. Since preventive maintenance is meant to reduce the total plant down-time particularly unscheduled event – its timing and frequency are important. ’Ts’ can be considered the breakdown cycle. there will be breakdowns that occur before the equipment is shutdown for preventive maintenance. over a period of time. In actual practice.
Figure 4. This is obvious. First. there is an optimum value for the standard maintenance period. since a low ratio would mean too many machine stoppages. there is a similar increase in machine running-time. the relation of preventive maintenance time to repair time is important. and hence less availability. Second. 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. Unless the preventive maintenance time is less than the repair time. there is little gain in
. it is assumed that either preventive maintenance or repair puts the equipment in line for a running time of equal length. In the case of curve ‘a’ (for breakdown-time distribution with low variability). From figure. preventive maintenance is highly benefited to machines whose breakdown time distributions have low variability. the machine works for a small percentage of time. This suggests that for breakdown time distribution with low variability. ‘Ta’ for a given breakdown-time distribution. It can be seen that for low values of the ratio of standard maintenance period to average maintenance free runtime. 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.5: Present of time when the machine is working and breakdown distribution Certain generalizations can be made from the above three graphs. ‘Ts’.average maintenance-free run-time. like those depicted by curve ‘a’. 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. but only till a peak is reached after which lengthening standard maintenance period seems to reduce the percentage of machine running time.
Effect on production losses if plant shutdown could have been avoided. you will deal with jobs. If preventive maintenance is equal to. 2.preventive maintenance. 6. it is better to perform corrective or breakdown maintenance. The breakdown time distribution of the complex machine probably will not show greater variability than the simple machine. an increase in the standard period would mean less number of preventive maintenance cycles and more repairs. The percentage of machine running time depends on the ratio of the standard maintenance period. Equipment cannot be considered as a total system with its sub-assemblies as subsystems. Additional stoppage time because maintenance crew cannot start repairing immediately after the breakdown has occurred. 9. and 3. Effects of scheduling preventive maintenance for non-productive days or shifts with no loss of production. For a given breakdown time distribution. Maintenance policy will not refer to any organization’s policy. Initially. all the machines are free and have jus had a preventive maintenance done. In general. both in terms of contribution earned by them as well as their criticality because of their propensity to break-down. What are the Maintenance Strategies?
.6 Terminal Questions 1. 4. Self Assessment Questions State whether the statement is true or false. the percentage of machine running time continues to increase with the increase of standard preventive maintenance period. The probability of occurrence of a breakdown in the two different cycles depends on the specific breakdown-time distribution of the equipment. 10. Since some parts are most important to machines. when the repair time is equal to maintenance time. such as 1. 4.5 Summary You need to make decisions at the beginning of each shift regarding maintenance. or more than the time for repair. 7. 8. We also need to take into account other effects of unscheduled downtime.
Replacing 3. Industrialization 4. Refer 4. Refer 4.3. 3. 4.1 3.7 Answers Self Assessment Questions 1. Refer 4. Incidents 6.2 5. True 9. 4.1 4. False 7. Summarize Breakdown and Corrective maintenance. True 10.3.
. 5. Mechanization 2. Refer 4. True 8.2 2. Explain Breakdown Time distribution. FalseTerminal Questions 1. Explain Preventive versus Breakdown Maintenance.2.2. Corrective 5. Refer 4.1 Copyright © 2011 SMU Powered by Sikkim Manipal University . Explain evolution of Maintenance Policy.
Maintenance is defined as the restoring of an item to its original condition or to working order.6 Answers 5. to ensure or restore system performance to specified levels.4 Summary 5.1 Introduction Once the machinery is purchased it must be maintained.5 Terminal Questions 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. Maintenance is carried out in anticipation of or in reaction to a failure.1 Introduction Objectives 5. replacement of parts or total replacement of
.2 Functions & Feature of Maintenance Engineering 5.OM0006-Unit-05-Types of Maintenance Systems
Unit-05-Types of Maintenance Systems Structure: 5. Maintenance covers two aspects of systems – operation and performance. which can be achieved through repair.
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. Hence a systematic and structured approach to proper & cost effective maintenance is required. It is evident that the best maintenance strategy is selected for reducing breakdowns. 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. Through proper maintenance of these machineries.the devices itself. Developing effective maintenance procedures to restrict such deterioration or failure is vital. but there is no guarantee here that the exact nature of defect surfaces. aging. operational life can be extended. Failure to perform maintenance in time to maintain the availability of the machinery will have serious effects ranging from benign to catastrophic. Objectives: After studying this unit you shall be able
. 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 company’s assets can be a combination of the above strategies and could be adopted on the same machine. Between these alternatives the management decides. Improperly performed maintenance or not carried out in time can escalate the problems because of faulty parts running. Sometimes accelerated testing is used to induce failures and know the behaviour of the systems. Machineries lose its efficiency after some point of time due to various factors such as wear and tear. misuse etc.
scheduling and execution of many maintenance activities. rapid traverses.
. 5. repeatability. Such high cost and sophisticated state of art machineries need to operate at optimal levels of performance with high degree of reliability. To offer these requirements.. have all warranted the use of sophisticated machineries for production. Maintenance management is entrusted with the total task of keeping the machinery. equipment and services in proper working condition that involves planning. breakdown maintenance or preventive maintenance etc. requirement of high accuracy. · · · · · Rapid strides in the advancement of manufacturing technology and its processes with higher powers and speeds. improved productivity. etc. higher feeds.· 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. high cost CNC machines. high up-time and prolonged mean time between failures (MTBF). use of robotics and other Computer Integrated systems are developed and deployed for producing high quality products.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. use of complex processes. like repair. Therefore industries have entered into the era of high technology maintenance management to cater to the production requirement of minimum downtime and maximum productivity. Flexible manufacturing systems.
inspection etc.e.3 Types of Maintenance Systems A way of reducing the plant breakdowns is to select the best maintenance strategy.Malfunctioning of machineries/equipment due to failure to upkeep the operating conditions may result in serious repercussions of reduced capacity. small repairs.3. Hence the relationship between availability. 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. 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.
. reliability and maintainability of a plant is very important for the maintenance engineers. machines. working. It includes activities like inspection. cleaning.1 Routine Maintenance [RM] RM is a procedure followed regularly i. injury to workmen and finally frequent breakdowns etc may lead to protracted delivery of the product thus inviting customer dissatisfaction. cleaning of machines. RM can be classified as: 1) Running maintenance 2) Shut down maintenance. 5. repairing leaks) which include preventive maintenance and forms part of the annual operating budget. lubricate two machines daily] It can be even day to day operational activities to keep the plant running (say: replacement of light bulbs. production of low quality products.e. Maintenance is the work performed on an asset such as utility. a cyclic operation recurring periodically. lubricating systems. 1) Running maintenance is the work carried out when the equipment or the machine is performing some operations i. increased production costs. [say: check all compressors first on Mondays. outer cleaning. These include say greasing or lubricating the bearings / systems.
reduces the cost of maintenance. thus avoiding a situation of emergency maintenance.3. Planned maintenance reduces the machine downtime. overhaul. In this type of service. repair and carry out all requisite maintenance before actual break down happens.1. boilers 5. lubricate.g.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 5.2) 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.3. 5. 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?
.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’. de-scaling furnaces.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.1. E. increases productivity as compared to unplanned one and hence it is followed as per the maintenance policy of the company. It involves inspection of all machineries.
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. 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. faithful implementation and recording f) Initial list of planned maintenance will be in detail 5.2.3.
.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. Unforeseen work is reduced.3.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. adjustments are shown in overall plan b) Detailed instructions reduce the chance of missing any activity. can be defined as the maintenance which is required when an item has failed or worn out.2.3 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. replacement of parts.2 Advantages of Planned Maintenance Considers all the changes in conditions of use & increased wear of parts a) Inspections. Also called as ‘on-failure maintenance/corrective maintenance’.3. 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.
5. or where no other strategy will work.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?
. This method is expensive in terms of maintenance cost. The above type of repairing and setting the equipment to working condition can be called as corrective maintenance. drive shaft broken and hence the transmission fails. etc. i. misuse or improper maintenance.3. taken after the failure happens. Here the machine and the work on that machine stops operating. This system could be called as ‘Operate to Failure (OTP) ’– no predetermined action taken to prevent failure. For example: non-critical low cost equipment. o Upset schedule resulting in panicky.Corrective maintenance may be programmed. lost output. Repair is restoring an asset by replacing a part which is broken or damaged. On-failure maintenance can be effective if applied correctly. or reconditioning that part to its original or acceptable working condition. involve hazards. Corrective maintenance activities include both emergency repairs (fire fighting) and preventive (or corrective) repairs. Frayed tempers put unnecessary pressures and disturb delivery commitments. Repairs are done after the machine fails and hence this becomes a repair work. Ex: electric motor may not start.e. increased downtime. vandalism. The need for repairs can result from normal wear.3.
3.3. with an objective to anticipate problems and correct them before they occur. detection and prevention of incipient failure.3 Advantages
1) Low cost if correctly applied 2) Requires no advanced planning other than ensuring spares availability 5.2 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. This is normally programmed. Preventive maintenance is carried out to prevent an item failing or wearing out by providing systematic inspection.3.3.3.
5.3. In line with management’s policy on obtaining the best value from the maintenance funds.4 Preventive Maintenance PM is a regularly scheduled maintenance activity.3. preventative maintenance is carried out only on those items where a failure would
.5.4 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.
Preventive maintenance could be grouped as: 1) Fixed-time Maintenance (FTM) – Here actions carried out at regular intervals (calendar time) e. Periodic Inspections
. e. Routine & planned maintenance includes Preventive maintenance actions. electricity supply. lifts.result in expensive consequences. lubrication. battery back up at sub-station. item replacement. etc. Daily Maintenance – Cleaning. so that the major break downs are avoided & minimizes possibility of unanticipated production interruptions.g. etc. Many of these items are also subject to a statutory requirement for inspection and preventive maintenance. checking. isolators.. 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. PM’s 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. -To avoid breakdown & ensure smooth production following time based activities are practiced: 1. distribution transformers. 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. fire alarms.g. 2. It is much economical to carry out preventive maintenance. circuit breakers. sub-station transformers. repair and major overhaul.
4. Reduces total work-load 4.3.3. Reduces unplanned work 6. Reduces total maintenance cost 5. daily maintenance etc and programming the activities with work content. 2. Restoration to recover deterioration 5.2 Features of PM 1) Proper identification of items in each machineries which warrants fixed time maintenance.3. Reduces total down time 5. parts list etc 6) Adequate stock of spare parts
. More expensive due to more planning &replacement of parts before failing.3. 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. Use of recommended Grades of oils 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.4.1 Preventive Maintenance System is 1.4. Increases reliability 3.
a guide showing problems. Preparation of maintenance schedule and detail program of work with time frame for completion 6. Maintenance is planned well in advance 2. Preparation of inspection chart 7. Preparation of schedule of maintenance 3. Higher safety for workers 7.7) Properly training maintenance crew Adequate space around machinery for maintenance work 9) Previous data on failure etc of each machine/equipment 10) Systematic approach. 5. Feed back on the corrective action/ repair work done and its results 5.4 Steps involved in Preventive Maintenance 1. repair procedures etc 11) Suppliers recommendations for up keep of machineries. Preparation of history card of all the repair work carried on such a machine and the remarks there on 4. Reduction in breakdown frequency 4. Preparation of maintenance report on the work done 8. Preparation of job specification 5.5 Advantages of Preventive Maintenance 1.3. probable causes. Identifying the job to be taken & appropriate case register 2. Improves reliability of the machineries 6.4. Improves productivity due to lesser breakdowns 5. Labor used cost effectively
.3. diagnosis system. Reduction in wear and tear of machines and increase in their life 3.4.
are used to predict ensuing troubles/problems in machineries. 5. amplitude meters.4. Maintenance sometimes induces failures (infant mortality) 5. audio gauges. Unnecessary and invasive maintenance is carried out 3. It is possible to have planned shutdowns and repair 9.6 Disadvantages/limitations 1. Leaser rejection and better quality 11. Applicable only to age related deterioration 4. whereas. 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.7 Differences between Corrective and Preventive Maintenance 1.3.3.
.8. temperatures. 12. Less stand by equipment requirement 13. corrective maintenance is carried out to repair the equipment after fault occurs/ breakdown happens. 2.5 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. Identification of parts and its nature and cost involved in repairs is possible 5. Less breakdown costs. Maintenance activity and costs increased 2. 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. Sensitive instruments like vibration analyzer.3. Minimizes breakdowns and hence minimum inventory hold ups 10. sensors for pressure.4. resistance gauges etc. Preventive maintenance is designed to prevent or at least to minimize failures/breakdowns and reduce the need for corrective maintenance.
In a Preventive Maintenance system. temperature. wear debris analysis. Under maintenance or too long intervals between two successive checks may result in high incidence of failures. 1) Similar to health monitoring of senior executives to check symptoms. The intervals should be carefully selected as over maintenance or under maintenance are both detrimental and hence undesirable. oil condition. rotor imbalance. misalignments. 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 are indicative of malfunctions to decide on corrective treatment.Predict failures well in advance by monitoring parameters and by use of certain techniques (like vibration. (which otherwise cause heavy penalty costs. analysis and tribology. Over maintenance or too frequent maintenance increases extensive downtime resulting in added costs on men. Main difficulty is in making the correct choice of preventive maintenance intervals based on OEM’s recommendations and own -experiences. it may result in serious breakdowns. Hence an optimal maintenance interval has to be arrived at. we should have a continuous knowledge of the machines based on certain critical predetermined / pre-formulated parameters
. incorrect installation. 2) If corrective treatment is not adopted at the right time. material and time.) Measuring of physical parameters may not be enough to detect the destructive effects on a machine or process. maintenance is on a pre-determined cycle whereas in a Predictive Maintenance system maintenance is done only. 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. i. when status or condition so demands It is beneficial to follow a system which is not calendar based but condition based. etc.e. pump cavitations.
thus making predictive maintenance more economical as compared to preventive and corrective maintenance strategies. 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. more universal and better predictive tools and instruments are added in the system. Condition monitoring is merely a tool that is used by crew through touch. temperature soars.3. it implies that the particular part needs replacement and a special attention. to cut downtime. but much before the possible breakdown. FMS with artificial intelligent devices and computer simulations and modeling. 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. With rapid developments in machining technology through CNC controlled machines. Predictive Maintenance. In the Condition based maintenance (also known as Dynamic predictive maintenance or Diagnostic maintenance) the plant is maintained just after some problems arisen. The main function of condition monitoring is to provide the knowledge of a machine and its rate of change. if practiced effectively. can save around 30% of maintenance costs and with a bonus of 15% savings in energy costs. there is enough time available for the maintenance crew to make adequate advance preparations.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. When permissible limits are reached and warning signals are issued by the measuring devices. CBM involves recording some measurement that gives an indication of the condition (ex: increase in vibration levels.A given machine can continue to be kept in operation as long as the monitored parameters continue to remain within the laid down limits. Predictive Maintenance is very cost effective where cost of unplanned breakdowns is very high. Between the ‘action limit and the maximum permissible time limit’. etc. smell and through their experience on the existing condition of the equipment/aggregate. Temperature changes can be photographed
. 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. 5. 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.
contaminated cutting fluid Touch – Excessive bearing temperature State-of-the-art CNC systems facilitates adaptive Controls with signals from appropriate transducers. Chatter Smell – Smoke. overheating of motors c) Current sensors – cutting load monitored by sensing spindle Condition Monitoring is achieved by the operator’s senses to detect abnormalities Visual – Leakages. Condition monitoring is dependent on sensors and transducers for measuring different parameters. Trend Monitoring. CNC systems have built – in diagnostics which continuously monitor the system hardware to ensure normal functioning. low battery voltage. mechanical looseness b) Thermostats – hydraulic oil temperature. Indications like over – temperature.1 Condition Monitoring Methods There are two methods used namely: 1. This type of maintenance check on performance is vital as the future failures in safety systems can have more catastrophic effects.6. 2. unbalance in rotors.through IR thermograph. Action limit curve shows the prescribed for monitoring parameters during normal operations. misalignments. are displayed on the screen well in time to facilitate corrective action without disruption of production.3. Condition Checking & Monitoring a) Trend Monitoring:
. etc. alarms. gear defects. which gives warning that something is ‘not right’. corrosion Audible – Unusual noise. Curve when extrapolated can indicate maximum & safe permissible limits 5. An investigation can then be carried out to identify the exact problem. which are to be controlled by maintenance a) Vibration Sensors – to track tool wear/ breakages. if other parts of the system fail.
This may be done by
.Trend monitoring is the continuous monitoring or regular measurement and interpretation of data collected during machine operation. accelerometer. to monitor the rates of internal corrosion of the wall of the plant. Prognosis (forecast) subsequent measurement which will then establish the trend and enable the repair schedule to be planned. 5) Corrosion monitoring: Is applied to fixed plant containing aggressive materials. b) Condition Checking: Condition checking is where a check measurement is taken with the machine running. e) Selecting Methods of monitoring Five main techniques of conditioning monitoring 1) Visual monitoring: inspection & recording of surface appearance. to indicate variations in the conditions of the machine or its components. 4) Performance and behavior monitoring: Involves checking the performance of a machine to see whether it is behaving correctly. Detection (when) of the developing fault at an early stage 2. which can be made by the application of CM: · Avoiding losses of output due to breakdown of machinery. 2) Vibration Monitoring: Involves the attachment of a transducer (velocity. Diagnosis (what) of its origin so that spare parts can be ordered 3. 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. · Reduces the cost of maintenance · Capital invested can be recovered faster. using some suitable indicator & is used as a measure of machine condition at that time. d) Economics of Condition Monitoring: The savings. c) Condition Monitoring: Includes three stages: 1.
3. 5. Establishing programs and methods specifying the parts to be examined 4.3. 7. standardizations planned. operating conditions.6.6. To arrive at best interval for examination considering the criticality of process. 5.2 Implementation of Condition Based Maintenance: Involves: 1.4 Disadvantages 1) Thermograph & Oil Debris Analysis [specialised equipment and training]
. Maintenance can be planned. Recording data 8. Allows shutdown before severe damage occurs 4.drilling a hole through the wall and drilled coupon of material is observed for corrosion. 7. Listing and numbering of machine to have identification and location details 2. Maximises equipment availability 2. Training examiners for the above jobs.3 Advantages 1. Select proper examining technique. Establish for each part of the machine the severity limits of the machine condition parameter (Vibration. Some forms of inspection utilising human senses can be inexpensive 3. failure statistics (MTBF-MTTR). Cause of failure can be analysed 6. sound. Selecting critical machines for CM 3. standby availability of machine. Labour can be organised 8. Cost of examination. 5.6. 6. Production can be modified to extend unit life 5. cost of maintenance. overall cost of failure. contamination etc) to be measured. The hole is then plugged with a suitable leak proof material. Spares can be assembled 5.3.
a _______________ recurring periodically 5) In the following list find out which one is considered as disadvantage of routine management:
. 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. 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.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. 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.
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. Maintenance done by sub-contractors 4. 9) Characteristics of Break-down Maintenance System-fill the missing one: 1. No stock of spares 6.1) 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’. No maintenance men on regular basis 3. 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. ______________________ 5. Initially it looks economical
. No services except occasional lubrication unless failure occurs 2.
using high technology machines. Daily Maintenance – Cleaning.
. any stoppage due to breakdown in any part of the system will affect the entire production process. checking. 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. Check all the machines at firmed up time intervals 4. Use of recommended Grades of oils 5. preventive.which one is not the recommended practice? 1. 2) ____________________ 5. 2. In planning. 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. predictive and remedial maintenance. Preventive maintenance is undertaken before need for maintenance arises and aims at minimizing the anticipated breakdowns. CBM involves recording some ___________ that gives an indication of the condition. 12) CBM relies on the fact that the majority of failures do not occur instantaneously but develops over a period of time.4 Summary Poorly maintained machines/equipment has severe negative impact on the productivity and the quality of the output in a production unit. Maintenance is of three main categories: breakdown. Periodic Inspections 3. etc. maintenance managers have to decide on a proper balance between preventive. with JIT inventory and sophisticated processes. Breakdown or remedial maintenance is undertaken when a machine breaks down or malfunctions. To counter this. In the present high tech production. 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. 13) There are two methods used namely-Which is the second one 1) Trend Monitoring. and predictive.7. lubrication. maintenance has been given more importance in the operational plans.
In the Condition based maintenance (also known as Dynamic predictive maintenance or Diagnostic maintenance) the plant is maintained just after some problems arisen. accidents and minimizing the costs of maintenance activities? 5. State the objectives of maintenance management? 2. Outline the various types of maintenance 3. 14. Discuss the advantages and limitations of preventive maintenance 11. Explain briefly the condition based monitoring methods 15. What are the advantages and disadvantages of condition based maintenance? 5. What are the advantages of Planned Maintenance? 6.5 Terminal Questions 1. Define preventive maintenance and state its objectives 9. Distinguish between preventive and breakdown maintenance 12. What are the important functions of maintenance department 5. Where this type is applicable. What is predictive maintenance? What are its advantages over preventive maintenance? 13. but much before the possible breakdown. Organizations have realized the importance of maintenance and its planning. Describe the procedures of preventive maintenance program 10.6 Answers
. What is meant by planned/scheduled/productive maintenance and what emphasis it pays in maintaining the machine/equipment 4. What is condition based maintenance. Which enables them to reduce breakdowns. CBM is a continuous or periodic measurement and interpretation of data to indicate the condition of an item to determine the need for maintenance. What are the advantages & disadvantages of breakdown/corrective maintenance? 8. What are the characteristics & objectives of breakdown/corrective maintenance? 7. Total productivity maintenance is practiced to improve the productivity of the equipment by minimizing the number of breakdowns and malfunctions.
Not occur. (4) RM may not provide the service specified by the manufacturer 6. Refer 5. d) All the above 2.3.4.Self Assessment Questions 1.3.3. c) Reduction of noise levels and vibrations 4. Until they fail 9. Predetermined schedule 7.3 & 5.2 2.4 4.4.4. d) Replacing the faulty machine when it starts malfunctioning 3. Refer 5. Refer 5.4. (4) No organised efforts to find out reasons 10.3 3. anticipated failure 12.4.2 6.3.1 & 5. (4) Establishes the work-load for the crew 8. Refer 5.2. Sensitive instruments.4.4
. measurement 13.2 7.4 8. Condition Checking & Monitoring Terminal Questions 1. Refer 5.2 5.4. Cyclic operation 5. Refer 5. (3) Check all the machines at firmed up time intervals 11. Refer 5. Refer 5.
5.4. Refer 5. Refer 5.5 & 5. Refer 184.108.40.206 & 5.4 10.4.4 Copyright © 2011 SMU Powered by Sikkim Manipal University .4.7 12.Refer 5.6.
. Refer 5.4.5 13. Refer 5. Refer 5.6 220.127.116.11.1 18.104.22.168 22.214.171.124.6.
1 Introduction Objectives 6.6 Planning System 6.7 How much Planning will help? 6.14 Summary of Maintenance Scheduling 6.8 Productivity.3 Planning Vision & Mission 6. Specialization & Coordination of Planning 6.16 Answers 6.5 Benefit of Planning 6.4 Functions of Maintenance Planner 6.OM0006-Unit-06-Maintenance Planning and Scheduling
Unit-06-Maintenance Planning and Scheduling Structure: 6.9 Maintenance Planning Principles 6.2 Functions of Maintenance Planning 6.12 Maintenance scheduling principles 6. Project work 6.1 Introduction
.15 Terminal Questions 6.11 Summary of Maintenance Planning 6.13 Six Maintenance Scheduling Principles 6.10 Planning Preventive & Predictive Maintenance.
The final improvement to over 50% can be achieved through special aids. Other tools used are work order system. planning is very essential. as they leverage their expertise into job plans. planners. predictive maintenance. and other vendors to cater to the common maintenance tasks on critical equipment and safety equipment.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. leadership. By implementing fundamental planning and scheduling system. tools. 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. it is preferred for the organization to become a procedure-based one with teams of experienced technicians. If detailed procedures and checklists contribute to better reliability. storeroom support. To achieve the desired maintenance efficiency. and project maintenance is essential. are the subjects being discussion. Planning concentrates on adding value. control of inventories. and safety. consideration of reliability maintenance as preventive maintenance. The plant has better control over work that is scheduled. In addition. engineers. data collection and research of certain processes etc. Here procedure already in the file or important information that persons who worked on that equipment have recorded previously. 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
. The planning system is designed with procedures to be followed over time through a systematic job plans. management. communication. tool room facilities. but certainly brings together many aspects of maintenance. and maintenance measurement. are included in the job plans. Planning does not solve everything. The planner should also give more attention to critical equipment and safety areas. qualified personnel. organizations could improve maintenance productivity to about 40%. performance. teamwork. shops. Planning and scheduling promotes labor productivity by examining potential delays and scheduling work. tool rooms.
2 Functions of Maintenance Planning Maintenance management uses planning as a tool to reduce unnecessary job delays through advance preparation.· Distinguish between preventive and breakdown maintenance planning. 6. · Planner does preparatory planning for the crew supervisor and craft persons who executes the work. To prepare a job in advance. and labor time estimate. For this the maintenance planning will have the following functions: · Coordinating mechanism within the maintenance department. · Maintenance planning brings together or coordinates the effort of many other aspects of maintenance. · Once the work order is received. · The time estimates made by planner gives the idea to crew personnel to judge how much work is assigned and what work is there. procedure for accomplishing task and identify any parts and special tools required. For ex: Planner has to judge whether the defective valve should be repaired or replaced. · 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. Coordinating function is the key to achieve competitive edge. · The planner considers the proper scope of work for the job. thus enabling a better control over their work. the maintenance planning initiates action.3 Planning Vision & Mission The mission of planning revolves around doing the right jobs that are ready to go.
. a planner develops a work plan after receiving a work request. identification of craft skill required. · The planner specifies appropriate craft skills required for that particular job. 6. The work plan is nothing but the information a planner makes ready for the technician to execute the work. · The planner identifies appropriate materials for the specified job and checks whether they are available or be specially obtained. · 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. The work plan includes a job scope.
tools. parts. Arrange parts required to be placed in a convenient location nearer to the job site before the job starts. bearings etc) along with their identification numbers. planning sets the stage for the maintenance force to act upon quickly. 3) With preparatory work. Doing the right jobs involves job priorities. so that technicians need not wait for parts to arrive. for easy understanding and identifying the proper parts for his next work. A work crew is ready to go immediately to scheduled work assignments as all instructions. and it controls and coordinates and brings resources to leverage productivity. 9) Planner provide a bill of materials or an illustrated parts diagram both to the stores person and craft men. It also involves identifying the actual work scope. but ready handle judiciously the reactive type of work also. without wasting time.4 Functions of Maintenance Planner 1) Maintenance planning involves identifying parts and tools that are necessary for maintenance jobs. seals. Work plans avoid anticipated delays. crew starts their work as per job.
. and allow advance scheduling through which the supervisors will assign and control the proper amount of work. 5) The planner writes a job plan that identifies parts needed (such as gaskets. crew schedules. 6) The planner reserves such required parts in the store to ensure their availability. method of maintenance. improve on past jobs. 6. clearances. With proper planning or preparation efforts for each job. work involved. Planning is Information central. The entire maintenance organization should be committed to schedule proactive works. considering the safety aspects of the job. release of the work orders to proceed etc.The planning mission states “Doing the right jobs & ready to go”. arrangements are ready. 7) If parts are not in the inventory. A planning mission statement is: “To increase the Maintenance crew’s ability to complete the work orders quickly”. 2) The planner writes work instructions on how to do the job. 4) Planners evolve good planning methodology that increases maintenance productivity. planner initiate action to organize and get them.
10) Planner is required to coordinate with vendors & ensure material supply along with the quality control on vendor supplies. with identification numbers. 6. Hence the purpose of planning is to focus on high productivity through an organized planning & scheduling principles. resulting benefit achieved are the improved productivity and overall effectiveness or efficiency in maintenance. pallets etc for easy movement of identified parts and tools to work site in advance. craft and skill level required. anticipated parts & tools. 6. 5) Creates data and information on machineries and equipment and its maintenance methodology for future reference and analysis.7 How Much Planning Will Help? a) Tangible Help:
Planning provides tangible help for organization to achieve:
. 2) Planner plans work order. 4) Skill levels and time estimates on jobs and proper scheduling are included in the subject work order. 3) Planner evolves a system and procedure for each type of maintenance work. fork lifts. 7) Prepares Schedules for maintenance works and follow track until complete.6 Planning System In a proper planning system. Institute a control system that contributes to managing productivity. 6) Establishes through work order system. 6. procedures for assigning proper amount of work to all the skilled/unskilled crews.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. 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. the maintenance process has the following steps: 1) Receives request from the concerned section for the maintenance work. specify job scope. 12) Planner will arrange material handling equipments like crane. time estimates.
In addition. The industry’s 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. could achieve a remarkable reliable plant capacity within a year through superior availability and a drastic improvement in work force productivity. one can calculate and measure the actual amount of increased maintenance productivity. intangible benefits of planning were seen in providing a better control of maintenance work. Improvement here was only possible with the planning in place. b) Improving the Wrench Time and Productivity · Work activities are classified differently. where in the planning addresses and reduces delays.8 Productivity. The practical result of planning-example:
In a power station. -Work force is freed up. Crew will plan their work and then executes. But it proved the other way as seen from the above examples.-Amount of work accomplished rises. c) “World class” wrench time · Statistical work sampling studies measures productive time. thus using the freed 10 trained personnel for other productivity improvement activities. 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. To determine if any of the delay time could be avoidable requires planner’s assistance for analyzing such nonproductive time. Further if there are three crews working with
. Practically the total maintenance work was completed by 35 personnel as compared to previous year’s statistics of using around 45 personnel for the same output.
Through proper planning. also known as wrench time. thus frees technicians for more productive work. 6. -Extra labor power can be reallocated to added value activities. · The maximum performance target for wrench time was shown at an average of around 55%. Analysis of the nonproductive time is one of the most valuable work-sampling. where the management created an exclusive planning group. 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.
wrench time of 30%. as compared to 3x30=90%]. then total productivity is 100 % [2x 50% +0= 100%. But experience has shown that a single planner can plan maintenance jobs for more than 20 persons. b) Specialization and Productivity: · Experienced crew are specializing in a particular field and achieving the specified goals. 6. which spells the importance of planning jobs for maintenance. which is essential for a competitive edge. These principles must be understood by all concerned to have effective planning process. 4) Planner expertise dictates job estimates. Loading these specialists to achieve higher wrench times also requires a sound planning and proper coordination. Six principles greatly contribute to the overall success of planning. 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. 1) Company organizes planners into a separate department. the other two crew reached a wrench time of 50%. 5) Planners recognize the skill of the crafts. 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. electricians. and instrument technicians. Each principle identifies important crossroads.9 Maintenance Planning Principles The principles or paradigms that are evolved over the maintenance mission will profoundly affect planning. and if one is allocated to planning job and with whose instance.
. 3) Planners base their files on the component level of systems. Specialization increases productivity per person. for which they train and maintain separate groups of mechanics. The principles of having planning as a separate department in order to focus on the future work and consequent use of planner’s expertise to create estimates. 2) Planners concentrate on future work. recognizing skill of the craftsman and measuring performance must be understood by every one concerned with production. Industry to this day continues to use specialization.
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. secure file system based on equipment tag numbers. Principle 3: [Component Level Files] · Planning maintains a simple. 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. The planners ensure that the feedback information is properly filed to aid future work. · The planners must be engaged in preparing work that has not yet begun. The feedback consists of any problems. Matching identify tags on the machineries are also arranged. especially on repetitive maintenance tasks. plan changes. the lack of planning effort may decrease the number of work assignments to crew members · The company organizing planners to a separate group. · Planners report to a different supervisor/ lead planner who will be responsible to provide direction and ensure consistency within the planning group. The file system enables planners to utilize equipment data and information and their experience on previous work to prepare and improve work plans.6) Work sampling of direct work time provide measure of planning effectiveness. 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. · Because planning contributes to scheduling. or other helpful information so that future work plans and schedules might be improved.
. feedback is given by the lead technician or supervisor to the Planning Department. · Planners use personal experience and develop work plans to avoid anticipated work delays and quality or safety problems. 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.
File cost information assists in making repair or replace decisions. The plan dictates the skill set necessary to accomplish the work given the state of the job plan. · 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 planner calls for a minimum craft skill on a job plan. · Plant must choose from among its best craft persons to be planners. · 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. The planners also use their own expertise to formalize best practices on individual job plans. · Craft technicians use their expertise to make the specified repair or replacement. · Planners give information to supervisor for scheduling control. The planner’s responsibility is to firm up the scope of the work request including clarification of the originator’s intent wherever necessary. The planners and technicians work together over repeated jobs to develop better procedures and checklists. Any recommended deviations from the job plan must be approved by planning before execution. 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. · Supervisors must train technicians with deficient skills and give proper support and guidance · Technicians must execute the job precisely as planned for three reasons. · Supervisors and plant engineers are trained to access these files to gather information they need with minimal planner assistance.
. · 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. These planners rely greatly upon their personal skill and experience in addition to existing information in the files to develop job plans.· The majority of maintenance tasks are repetitive over a period of time.
not the control of planning or the work force. The time that employees spend at their job sites working is called direct or productive work. travel. · 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.10 Planning Preventive & Predictive Maintenance. Planning can adopt preferred maintenance for higher effectiveness. · Work sampling to determine wrench time gives this measure of how much planning is helping in the process. Principle 6: [Measure Performance with Work Sampling] · Wrench time is the primary measure of workforce efficiency and of planning and scheduling effectiveness. or equipment information are all deducted.
. · Measuring wrench time thus gives an overall indication of how well the other principles have been implemented or accepted. Wrench time is the proportion of available time-to-work time during which the craft technicians are on productive working on a job site. a) Preventive Maintenance [PM] and Planning · The planning department studies and issues PM’s schedules and reviews them periodically. This determines the effectiveness of the maintenance planning program. Delays such as waiting for assignment. tools. These reduce the incidence of reactive maintenance work and to increase plant reliability. predictive maintenance. Wrench time analysis is an indicator. instructions. coordination with other crafts. This principle holds that delays in technician’s job should be avoided. What is actually important is the analysis of the nonproductive time. Projects The concepts and importance of preventive maintenance. statistical observational techniques & study. the planning system counts on the skilled technicians giving feedback on job plans so that their expertise and the planner’s expertise both contribute to adding information to future plans.· Finally. planners visualize the types of work orders to be released for preventive maintenance tasks for the next week. 6. Wrench time is measured accurately with a properly structured. clearance. and project work and their relationship to the development of the planning principles and practices are discussed here. Starting with a basic system. parts.
· The planner should allow some extra time in the work order on all PM work for making unspecified excessive cleaning. For ex: tightening of fasteners in the coupling if he found they are loose. · Planners should also review the histories and feedback from all work orders to determine if additional PM work orders are needed. PM plans can include rags for wiping and removing old grease when parts are dissembled.
. Lubrication. or minor repairs.· A planner should plan each of the PMs with scope and craft requirements such as numbers of persons. · The scope should extend beyond simple repair and replacement of parts to improve equipment reliability as well. the technician is empowered to make any minor equipment adjustments or minor repairs during execution of the PM. Planning for parts encourages the replacement of fasteners based on the technician’s decisions. lubrications etc. · PdM technology greatly moves the plant’s reliability upward as the predictions in predictive maintenance show an important capacity for growth in accuracy. PdM personnel make the call on the creation of new work orders. and Cleanliness. Predictive maintenance (PdM) uses technology not available to the regular maintenance work force. work hours. and duration. as improper lubrication leads to total damage to equipment. · Emphasis in all PMs is to inspect the equipment for abnormal situations. which are contributing to more than 50% of all breakdowns. Tightness. · The planner must receive feedback to improve the PM work order itself.e. Many do value assigning with experienced personnel to perform PM work orders. · This requirement of corrective maintenance is ‘TLC’ i. tightening of bolts. · Lubrication is important part of a PM program. · PM plans should specify torque requirements or attach torque charts where appropriate and include torque wrenches as a special tool. For this. repairs. The plan should also list anticipated parts and special tools. The dirt and grime also add undesirable insulation conditions that may affect equipment performance. on the work done. small adjustments. · Cleanliness helps reduce contamination sources and such clean surfaces to reveal the presence of new leaks. b) Predictive Maintenance [PdM] and Planning · Planning plans and schedules PdM work orders.
· Planners should insist that PdM uses the same equipment tag numbers for ease communication problems. 6. but difference is in the larger nature of projects. Each principle resolves a crossroads decision that affects the planning effort. · Planners should be able to estimate and commit the project schedules with plant engineering and scheduler assistance.
. or other rebuild tolerances. c) Project Work and Planning · Similar to PdM. The application of maintenance planning makes possible the dramatic improvement in maintenance productivity. At each crossroads. · Plant normally has the personnel to implement such maintenance project work with the productivity prescribed in the planning and scheduling system. which involves alignment criteria. · Planners should insist to utilize standards set by PdM for certain jobs. · Planners must vigorously pursue collecting documentation to establish files and also overview position regarding the project replacement or overhaul.· Planners must accept PdM work orders for jobs and translate them into the appropriate scope for the maintenance crews. so that PdM personnel may quickly climb the learning curve. · Planners should facilitate PdM when work on equipment is in process. Consideration of six basic principles greatly boosts the planning program efforts toward success. planning group plans and schedules work orders to implement projects as regular jobs. The planning effort has mainly focused on making individual jobs ready to go by identifying and planning around potential delays. The decision the company makes regarding each situation determines the ultimate success of planning.11 Summary of Maintenance Planning Effective maintenance is vital to provide reliable plant capacity. bearing clearances. the company has to make a decision regarding alternate ways to conduct planning. Plants treat projects as outages and planned as long-range scheduling. · The PdM group can update the technology of the maintenance force. with active participation and assistance from the planning group.
The principles used for planning and scheduling are for achieving the forecasted skill levels. the schedules and job priorities for every forecasted work available. file history help technicians to avoid previously faced problems. the technicians would scope out the jobs with their social & other times. are all in the total system. They solved the problems by addressing symptomatic of tools. gave a clear picture of how technicians are completing their work. Because most jobs are repetitive. and measuring planning performance with work sampling for technician’s direct work time. having component level files. and safely. Maintenance needed certain methodology to assigning enough work through the planning process. 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. which is discussed below. recognizing the skill of the crafts. focusing on future work. efficiently. and estimate times adequately. This aligning of the work to accomplish the desired effective and efficient maintenance led to the principles of scheduling. and then measure schedule compliances. utilize files. Only when planning keeps a separate file for each piece of equipment. it is practical to retrieve information when needed. or travel categories. instructions. Wrench time will measure whether the objectives of planning are met or not in reducing job delays. but also exists for excessive startup.12 Maintenance Scheduling Principles Scheduling principles envisages the vision. using planner expertise to create estimates. .The principle of having planning as a separate department. Planners need to focus on future work not yet begun. The planned work packages increases the maintenance department’s ability to complete work orders effectively. 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. Planners need to avoid continually being interrupted to resolve problems for jobs already under way. Plnners must possess the experience of top level technicians in order to scope jobs. break. When work orders are received. the principles or paradigms in order to evolve effective scheduling will come through effective planning process. tools. allowing the crew supervisor to handle day’s work. The analysis revealed that the large delay times not only for parts. lunch.
. and shutdown Wrench time concept of measuring the work for each hour of the day. 6.
Routine maintenance needs the use of principles. 3. It also ensures that a sufficient and the right work are assigned.
. Plant priority plays a larger role in creating the schedule of work and all involved should treat it as a serious matter. as they create a framework for successful scheduling of planned work. and job duration. Schedule compliance of wrench time. The appropriate priority for the work is based on established plant guidelines. Crew supervisors forecast available work hours one week ahead by the highest skills available. 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. 5. The entire plant must respect the importance of schedules and job priorities. · Advance scheduling of enough work for the entire week sets the goal for maximum utilization of the available craft hours. 2. § Job plans provide information about the number of persons required. Planners plan the jobs for lowest required skill levels. Schedule assigns planned work for every forecasted work hour available. 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. · The priority may be reviewed periodically and adjusted in coordination with crew. Crew supervisor matches personnel skills and tasks 6. craft work hours per level. planners and the plant manager. 6. 4.13 Six Maintenance Scheduling Principles Six principles that greatly contribute to the overall success of scheduling are: 1. Each principle sets guidelines on how the maintenance should handle different scheduling process. lowest required craft skill level. 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. provides the measure of scheduling effectiveness.
Principle 4: [A week’s schedule will assign work for all the available work hour] · A week’s schedule will assign work for the total work hours. This includes proactive work. · First two principles are the prerequisites of the principle-3 scheduling · Scheduler selects the week’s worth of work from the overall plant backlog. · Scheduler assigns work plans for the crew to execute during the following week for 100% of the forecasted hours i. · Crew supervisor matches personnel skills and tasks. · Scheduling plan is for performing all the works available in the system. forecast of highest skill. · Preference is given to completing the higher priority work by utilizing whatever skills available than working on completing the lower priority work. crew work load is 1000 worthy labour hours. · Scheduler also uses job priority and job plan information. Principle 5: [The crew supervisor matches personnel skills and tasks] · Crew supervisor develops a daily schedule one day in advance using current job progress. and reactive jobs as a guide.· Inefficiency peeps through the interruption by low priority jobs coming in way of urgent jobs progressing.e. · Over assigning and under assigning work are common and acceptable in industries. If a true emergency arises. · Scheduler uses a forecast of maximum capabilities of the crew for coming week. · Consideration is also given to multiple jobs on the same equipment or system and of proactive versus reactive work available. and information from job plans. after considering the tasks that are being interrupted · Principle 4 brings all the three previous scheduling principles together. Principle 3 [Develops week’s schedule for each crew & craft hours required] · Develops a week’s schedule for each crew based on craft hours required. it is better to delay identified job in full rather than completing half. new high priority. job priorities.
. It allows for emergencies/high priority/ reactive jobs by scheduling sufficient amount of work hours. As these may cause unique problems it is better to be avoided.
Work sampling or wrench time studies quantify delays & gives measures of planning and scheduling effectiveness. or technician instructions · Scheduling aims at reducing delays. assigns work for all available labour hours. In case of delay in actual job progress and the incidence of unexpected reactive work in place. job plans must plan for the lowest required skill level.14 Summary of Maintenance Scheduling Maintenance management must consider main scheduling in the maintenance planning strategy to avoid problems of improved efficiency. · Schedule compliance is the measure of adherence to the one week schedule and its effectiveness. tools. When setting craft and time requirements. This increases flexibility in choosing jobs. allow crew supervisors to make daily schedules. it relatively balances by week end. He will ensure that each technician receives assignments totalling to full day’s 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. crew supervisor is the best judge to create the daily crew work schedule. scheduler to develop schedule in advance. 6. The priority system must properly identify the right jobs to start.· Crew supervisor handles the current day’s work and any other problems in emergency maintenance · Although individual jobs show a wide variance between planned and actual times. and track schedule compliance. Knowing of the lowest skills required for jobs and the highest skills available allows developing a schedule with proper work for the week. · Each day the crew supervisor assigns the next day’s work to each technician. Work sampling or wrench time is the best measure of scheduling performance.
. Maintenance dept also tracks schedule compliance. Six basic principles form the foundation of successful scheduling and make schedules and priority systems important. Adhering to schedules is important as interrupting jobs leads to overall inefficiency. · Planning individual jobs can reduce delays such as waiting to obtain certain parts.
Out of the maintenance planning functions.Schedule based on the wrench time has to be practiced. A planning mission statement may be: …………………………………. Maintenance management uses planning as a tool to reduce …………………. . This involves job priorities. Further working to the maintenance planning based on the six planning principles along with the six scheduling principles will help improve the productivity. The planning mission statement could be ……………………………. through advance preparation. · To arrest the leakages and keep up the lubrication system · The planner specifies the appropriate craft skills required for that particular job. efficiently. which one is not relevant? · Coordinating mechanism within the maintenance department. Hence use of planned and scheduled work packages increases the maintenance department’s ability to complete work orders effectively. 4. In the maintenance process given below which one not the step to be considered. 5. · 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.. and works such as preventive maintenance/ breakdown work and release of the work orders to proceed. Principles 3 through 5 establish basis of scheduling process. · 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.
. crew schedules. 2. and safely. Self Assessment Questions 1. To prepare a job in advance. a planner develops a …………… after receiving a work request. Principle 6 sets overall indicators for scheduling control. 3. 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.
. d) Planner expertise dictates job estimates.a) Receives request from the concerned section for the maintenance work. Wrench time is the primary measure …………………………………………… Wrench time is the proportion of available time to. . Specialization increases ………………………. 8. craft and skill level required. 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. also known as wrench time. Statistical work sampling studies measures …………….. as well as specifying anticipated parts and tools. Fill in (c) below: a) The amount of work accomplished rises. 6. per person 9. c) Planners base their files on the component level of systems. with all their identification numbers. Planning provides tangible help. b) A planner plans the work order by specifying job scope. time estimates. Six principles greatly contribute to overall success of planning.work time during which the craft technicians are on productive working on a job site. 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. b) Planners concentrate on future work. c) ……………………………………………… 7. 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. g) He establishes through work order system. Which is sixth one? a) The company organizes planners into a separate department. b) The work force is freed up.
Crew supervisors forecast available work hours one week ahead by the highest skills available. Companies strive to do more preventive maintenance. upward as the predictions involved in predictive maintenance show an important capacity for growth in accuracy. c. 14.. Fill in the missing principle. The crew supervisor matches personnel skills and tasks] f. work and to increase plant reliability.. Explain briefly the functions of maintenance planning. 13. …………………………………………….. The principles used for planning and scheduling are for achieving the forecasted higher skill levels. and such clean surfaces to reveal the presence of new leaks. The entire plant must respect the importance of schedules and job priorities. 6. ………. Cleanliness helps reduce ……………. The PdM technology has the potential of greatly moving the plant’s ………. and then measure schedule compliances 15. ………. e.. for every forecasted work available. Schedule compliance joins wrench time to provide the measure of scheduling effectiveness. f) ………………………………………. ……. …………………. What are the benefits of maintenance planning?
.. six principles that greatly contribute to the overall success of scheduling are discussed below. allowing the crew supervisor to handle day’s work. to equipment. and project work to lessen the ……………………. Why planning process is essential for efficient maintenance management? 2. a. Just as in planning. Planners plan the jobs for lowest required skill levels. which are contributing to more than 50% of all breakdowns. predictive maintenance. d. 3.15 Terminal Questions 1. b.. 11.e. Improper lubrication leads to total ………. This requirement of corrective maintenance is ‘TLC’ i. 10.e) Planners recognize the skill of the crafts. 12.
no: e) Fix up the wages for each of the work based on the skill level 6.16 Answers Self Assessment Questions 1. 7. Productivity 9. What is wrench time? How it is recognized as a maintenance work measure? 6. Explain briefly the planning approaches in preventive and predictive maintenance processes.no:4)To arrest the leakages and keep up the lubrication system 3. Explain how the specialization in areas of maintenance will help improve the productivity of the maintenance crew. 8. (sl. Work plan 2. workforce efficiency and of planning and scheduling effectiveness.4. and Cleanliness
. 7. Productive time. Tightness. (sl. 9. Unnecessary job. 5. The extra labor power can be reallocated to added value activities. What are the maintenance planning principles? How they contribute to the success of planning? 8. Why scheduling after proper planning is essential for effective maintenance and meeting the dead line and avoid delays? 10. Explain as to how the maintenance planning will help improve the effectiveness and efficiency of the organization 5. “To increases the Maintenance Department’s ability to complete work orders quickly”. Explain briefly how the use of six principles will greatly contribute to the overall success of scheduling 6. Doing right jobs which are ready to go 4. Work sampling for direct work time provides the primary measure of planning effectiveness 10. Lubrication. Incidence of reactive maintenance 11.
5 4. Refer 6.7 5. Refer 6.9 8.8 (b) 7.13 Copyright © 2011 SMU Powered by Sikkim Manipal University . Refer 6. Refer 6. Contamination sources.1 2. Refer 6.
Terminal Questions 1. Refer 6. Refer 6.7 (c) 6. damage 13.12.12 10.Refer 6. Refer 6. (For d): The schedule assigns planned work for every forecasted work hour available. The schedules and job priorities 15. Refer 6.2 3.
. Reliability 14.10 a & b 9.
3 Organization & Processes 7.8 Overall Craft Effectiveness & its Measurement 7. The new system will become a platform for continuous improvement and will generate long term benefits
.9 Summary 7.1 Introduction Objectives 7.11 Answers 7.6 Work Measurement for High-Productivity Maintenance Universal Maintenance Standards [UMS] Five Levels of Data in Ums 7.5 Universal Principles for higher Productive Maintenance 7.1 Introduction Automating the maintenance program is a complex task as it requires integrating of people.2 Planner’s Function in Maintenance & Benefits 7. organizations have tried and tested different approaches for bringing changes that can result in improvements in both the function and the cost.7 ACE Team Benchmarking Process 7.10 Terminal Questions 7. Using a state-of-the-art maintenance management.OM0006-Unit-07-Universel Maintenance Practices
Unit-07-Universel Maintenance Practices Structure: 7. process and systems.4 Benefits of using ‘UMS’ with Planner’s Functions 7.
Adopting ACE system for benchmarking and improvements 4. principles and theory of new measurement techniques. close communication with supervisors. maintenance labour. 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.The analysis and application of work measurements to ensure improved productivity and cost reduction in maintenance should be the prime consideration by the management. field checks jobs when
. as the maintenance represents variable operating cost which includes physical plant value. higher quality. theory. 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. Improving the Overall craft effectiveness [OCE] for productivity. systems and techniques of Universal Maintenance Standards [UMS] 2. some of which are listed below: 1. a detail analysis and adopting certain state of art principles and improve maintenance productivity are all the focus areas for the above said disciplines. are the concepts. How the Maintenance. · Explain the benefits of UMS · Adopt the ACE system of Benchmarking 7. For achieving the above said prerequisites. Implementing new techniques of measurement. Use of the state of art principles. especially when sophisticated high tech machineries and equipments are used for production.2 Planner’s Function In Maintenance & Benefits The planner’s role is varied in nature such as: maintain a backlog of ready-to-work jobs for each technician. Higher productivity maintenance means better customer service. Benchmarking the best practices 3. on-time delivery and ultimately. Improving Wrench time of the Crew in Maintenance 6. materials and overhead. satisfied customers. cost reduction and its measurement 5.
identifies special tools. 7. crafts needed. or too many stock-outs. The normal ratio of planners to technicians used is 20 to 30:1. In addition the resultant productivity improvement that accrues are the benefits to organization in a) cost reductions b) downtime reduction. They can also establish a computerized maintenance management system. time reporting on the performance including delays. plans work content.4 Benefits of Using ‘Ums’ with Planner’s Functions It is found that when a planner’s function is integrated with the UMS resultant impact is of improving the overall maintenance effectiveness. are validated. Both the planners and the maintenance crew should examine to see how the UMS times could be applied. 7. life cycle cost reductions d) on time completion of jobs e) continuous improvements f) improved service to customers. Planners develop all the data. Importance of work measurement and the standard for the job should be established. requisitions non-stock or out-of-stock items. issue of stores taking too long. based on a formal planning function and the Universal Maintenance Standards. the same can be raised to around 80% when a planning function is integrated with UMS times to work together.needed. and time to do the work. unrealized opportunity etc. b) Processes Processes involve data development and work order planning. crew size. etc as well as the stores process to check the inventory value. and make available to the crew a set of basic processes and craft operations for the process before establishing bench marks.
. While the maintenance departments without planners can achieve around 50-60% Productivity. do the training. verifies priority. plans safety requirements. cost of the items.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. Hence the measurement provides information to determine the savings potential and also justify the maintenance work measurement program. The planner also develops bench marks and maintains the data library. materials.
7. Timely accomplishment is also universal phenomenon. f) Timeliness Large maintenance jobs are divided into smaller work orders. maintenance is no exception b) Measurement Before Control The measurement of an activity is basic to its control. The standard crew size is one and any other size is exceptions to the general rule. They highlight problems or roadblocks for completion of the project.1 Universal Maintenance Standards [UMS]
. Lord Kelvin saw this in his scientific investigation of the laws of physics. 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. d) Customer/Service Relationship The customer decides what is needed from an operational viewpoint. It is universal. 7. which can be accurately planned.6 Work Measurement for High-Productivity Maintenance 7. Together the customer and maintenance crew decide the priority (based on resources available) and urgency of each task compared to other existing current works. 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. lead to the lasting results. and maintenance decides how the service should be provided. This principle is also universal.5 Universal Principles for Higher Productive Maintenance There are several principles that. 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. if followed.6. Frederick Taylor’s principle applies to all work.
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. Techniques: The UMS system is based on three important techniques: 1) Range-of-time. industry or service enterprise. custodial. as these standards offered flexibility and could be applied not just in one location. availability of such standards. engineers adopted new methods for analyzing and assigning standards to maintenance work. or tasks. masonry. This range of time is same in 95 % of situations and hence standard average time is applied and practiced 2) Work content comparison. HVAC. how much rust is present on them etc. utilities. machining.The principles adopted for above said requirements are based on the application of work measurement in maintenance. pipe. or one country. some unique characteristics are revealed. Applying the specific standards to the daily maintenance workload requires answers for: which task standard is required. The combination of many elements requiring different maintenance tasks and varieties of skills warrants developing and maintain a library of enormous number of standards. but everywhere where maintenance work is performed –manufacturing. A simple task such as removing and replacing a part may take more or less time depending on how tight the bolts are. automotive. labour. IT management etc. which in turn depends on: a) Nature of Maintenance works: In maintenance works. the result is that the crew does longer cycle work compared to other production workers. sheet metal. 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. government. The range-of-time technique recognizes the variable nature of maintenance works. For example. the motion pattern for two tasks may be same and also time to perform the work is almost the same. b) Evolution of Universal Maintenance Standards (UMS) In the early 1950’s. weld. is it realistic to measure. electrical. commercial. finance. If it is a low volume work done by multi skilled crew. paint. called ‘Universal Maintenance Standards’ (UMS). Even though parts are different. service. then the time
. instrument. education or healthcare. If the time to perform similar tasks is known. to what volume of work etc. Hence breaking long jobs down into elements have resulted in a large number of elements. There are at least four to five hundred different jobs. carpenter. to what precision. in each of skills of fourteen types of jobs: mechanical.
grasp. using the work content comparison technique is possible. 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
. Similar craft data for other skilled craft operations such as painting. 3) Organizing the data UMS data is organized in a building block fashion. 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.2 Five Levels of Data in Ums 1) Basic Motions The foundation of UMS data is the predetermined time system for basic motions. pipefitting. move.that can be applied to any other similar task with + or – 5%. 3) Craft Operations Some operation times are unique to a certain craft. machining could be made available for the crew of maintenance 4) Bench Marks Using UMS. This system analyzes and classifies data into basic motions and establishes a relationship between the motions and the time required to perform them. body motions. namely 1) basic motions. whether the how clamping of part is done etc are recorded in the table for further use as standards. 2) basic operations. machine settings and arc striking time etc. position and release. carpentry. Five levels of data in the UMS library. 7. 5) Spread Sheets. electrical. welding operations are made up of manual handling. 3) craft operations. where work measures are dividing into basic motions such as reach. 4) bench marks and 5) spread sheets. Each of these motions are recorded and these data becomes the established times for future reference and standardization. For instance. common to all crafts. which are pooled as weld craft operations data. distance moved. The variables like weight of the part. By using spread sheets. 2) Basic Operations Basic motions are grouped together to form basic operations. Two widely used predetermined time systems are ‘Methods-Time Measurement’ and ‘Operation Sequence Technique’. becomes the standardization process and hence these are universally adopted.6.
supervisors and planners
. and in mechanical fields like Belt drives. which are reliable and a well-accepted planning times for the entire maintenance crew. 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. 7. clutches and brakes. and lubrication and service. This new Benchmarking Tool through ACE.7 ACE Team Benchmarking Process “A Consensus of Experts” (ACE). in motors. These Benchmarked jobs are then arranged into different time categories on spreadsheets for various craft work areas. a team of relatively small in number. rest and minor unavoidable delays. bringing control systems. area travel time. material handling equipment. the standards are established. The ACE System is used to develop maintenance performance standards. 3) ACE System: a Team-Based Approach ACE Team process is to obtain the most reliable. Here the emphasis is placed on improving current repair methods. All work order times released for the jobs and it consists of four components: job preparation time. which is called as ‘Reliable Planning-Time standards’. Spreadsheets are then provided for each work group having a time slots or range of times. outlines a new and highly recommended methodology for establishing ‘team-based maintenance performance standards’. in generators. job site time and allowances for personal. say within 95% confidence range. 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. compressors. the technique which was formulated and developed by the ‘The Maintenance Excellence Institute’ [TMEI]. Ex: Benchmarking and firming up the task can be easily done in areas like lighting. continuous improvement and the changing of times in performance and methods.appropriate one for an application or finding the right bench mark for comparison. have developed a bench marking process for the major work areas/types of maintenance operations. which are then imposed on the maintenance force. The allowances applied to these set times to get a single UMS time calculation for use by the crew. reducers and gear boxes. reasonable estimate of maintenance “work content” time from a group of experienced crafts people. 1) ACE System & UMS Using predetermined standard data. who have performed these jobs earlier and have requisite experience to improve upon them. Spreadsheets include brief descriptions of the benchmark jobs and represent pure wrench time.
Other methods used include reasonable estimates. which will provide the management with a valuable input data for backlog determination.and provides an excellent means to evaluate repair method. Labour standards will be the baseline for determining craft productivity and improved methods. Best practices such as effective maintenance planning/scheduling. safety practices. preventive/predictive maintenance. historical data. as its application promotes a commitment to quality repair procedures. safety and quality b) Establish work content time for selected “benchmark jobs” for planners and others to use in developing reliable planning time. 5) ACE Team Benchmarking Process: ACE System is a true team-based process that utilizes skilled crafts people. 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. supervisors. budgeting and costing. b) Investment for Planners: The planner’s activity with the team approach of ACE system will establish maintenance performance standards. and engineered standards such as Universal standards. 7. 6) The ACE System Supports Reliability Improvement: ACE Team process can contribute significantly to reliability. manpower planning.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. scheduling. effective storerooms and
. planners and other knowledgeable people to do two things. technicians. risks analysis on jobs that leads to improvements. a) Improve current repair methods. 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. Computerized maintenance management system (CMMS) could also be practiced.
g) Craft Performance Another key element of OCE is the craft performance i. productive work (wrench time). documentation etc. 5. 6. 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. planned maintenance and more productive “wrench time”.continuous parts support will all contribute to proactive. 7. 3. h) Craft Service Quality (CSQ) Another element affecting the overall Craft Effectiveness relates to the quality of the repair. drawings. where certain jobs possibly require a call back to the initial repair thus requiring another trip to fix it right the second
. 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. 9. the personal motivation and effort of each craftsperson. 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. 4. 20 to 30 % can be expected from more effective maintenance planning & scheduling.e. 2. repair instructions. how efficient the hands-on craft work is done compared to an established planned time or performance standard. fire fighting mode Waiting on parts and searching parts or part information Waiting for asset info. This element includes quality of the actual work. Running from emergency to emergency in a reactive. Craft performance is directly related to individual craft skills and overall trades experience. Effective planning/ scheduling is the key to increase wrench time and craft utilization. 8.
Organization should not indiscriminately cut craft labour resources when increase OCE is warranted. Organizations should recognize maintenance as a core business requirement and should establish the necessary core competencies for survival. For improving maintenance productivity. In relation to OEE.
.time. new techniques of measurement. Measuring and improving Overall Craft Effectiveness and the value received from improving craft assets is an important part of total asset management. 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. j) Think Profit-Centred Maintenance leaders and crafts people must develop the “profit” mindset to be competitive and stay in business. OCE is increased people asset availability and capacity. patch jobs or inferior repair parts/materials. 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. When reliable data is present for all elements. It is gained value that can be calculated and estimated and then measured. b) Benchmarking the best practices. 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. K) Maintenance is For ever Maintenance is a core requirement for profitable survival and total operations success. c) Adopting ACE system for benchmarking and improvements d) ……………………………………………………………. implementation of certain state of art principles. the overall Craft Effectiveness and provide value added maintenance services all the time with a profit oriented approach Self Assessment Questions 1. Craft Service Quality will suffer due to hasty repairs. and a detail analysis of: a) Universal Maintenance Standards.
requisitions non-stock or out-of-stock items.. a team of relatively small number of representatives. checks jobs when needed. Downtime reduction and its savings c. Hence the measurement provides information to determine the savings potential and also justify the maintenance work measurement program. and e) spread sheets. 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. Cost reduction and its total savings b. Improved services to customers g. ACE Team Benchmarking Process parallels the UMS approach in that the ……………………. Five levels of data in UMS are: a) basic motions b) Basic operations c) Craft operations d) ………………. ………………. when once the ‘work content times’ for a representative number of ‘benchmark jobs’ are established.. Continuous improvement opportunities and gain in competitive advantage f.. materials. ……………. Life cycle cost reductions d. verifies priority. …………………………………………… e. . The planner’s role is varied in nature such as: maintain a backlog of ready-to-work jobs for each technician... ………………………………. based on a formal planning function and the.. 8.e) Improving the Wrench time of the Crew in Maintenance 2. 3. identifies special tools. have developed a bench marking process for the major work areas/types of operation. 5. who have performed these jobs and have the requisite experience to improve upon them. and time to do the work. The UMS system is based on three important techniques: a) Range of time b) …………………………… c) organizing the data 7. ……………………………….. close communication with supervisors.
. 9. 4. The resultant productivity improvement that accrues because of integrating planner’s function with UMS will substantially benefit the organization in the following areas of operations/ functions: a. plans crew size. Contributes in meeting other goals and objectives in the strategic plan.
11. Best practices such as effective maintenance planning/scheduling..... . Pure wrench time is just the ………………………. (%) x Craft service quality (%)] 7. 15..... planned maintenance and more productive ………………. supervisors and planners and provides an excellent means to evaluate repair method..... Craft Utilization (or wrench time) is measured as the ratio of: [ .. supervisors...... planners and other knowledgeable people to do two things.... technicians....... The new system will become a platform for continuous improvement and will generate long term benefits
. risks analysis on jobs that leads to improvements...... 12. b) Establish work content time for selected “benchmark jobs” 13. 16..10...9 Summary By using a state-of-the-art maintenance management... reasonable estimate of maintenance …………………... 14.... 18. safety practices. time from a group of experienced crafts people. Improving ……………………….... 17.. Spreadsheets include brief descriptions of the benchmark jobs and represent ………………... and do not include the miscellaneous waste time caused due to any of the reasons... Overall Craft Utilization = [Craft utilization (%) x . ACE System is a true team-based process that utilizes skilled crafts people.. ACE Team process can contribute significantly to ……………… as its application promotes a commitment to quality repair procedures.... ACE Team process is to obtain the most reliable. organizations have tried and tested different approaches for bringing changes that can result in improvements in both the function and the cost. Spreadsheets are then set up with each work group having a time slots or ……………………...... is getting maximum value from craft labor resources and higher craft productivity..... a) …………………………………………………………………….. 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 ………………….......... . preventive/ predictive maintenance..]/ [Total craft hours allotted x amount paid] 19.. within the 95% confidence range. effective storerooms and continuous parts support will all contribute to proactive..
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. industry or service enterprise. 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. life cycle cost reductions d) on time completion of jobs e) continuous improvements f) improved service to customers. For achieving high productive maintenance. The ACE System is used to develop maintenance performance standards. These Benchmarked jobs are then arranged into different time categories on spreadsheets for various craft work areas. measurements by using UMS and
. 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. Improving Overall Craft Effectiveness is getting maximum value from craft labor resources and higher craft productivity. or one country. on-time delivery and ultimately. organizations should clear understand of the Overall Craft Effectiveness. 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 planner’s function with UMS are: a) cost reductions b) downtime reduction. satisfied customers. the concepts. Overall Craft Utilization = [Craft utilization (%) x Craft performance (%) x Craft service quality (%)] Maintenance is a core requirement for profitable survival and total operations success. which are reliable and a well-accepted planning times for the entire maintenance crew. who have performed these jobs earlier and have the requisite experience to improve upon them.Higher productivity maintenance means better customer service. principles and theory of new measurement techniques that are used are: a)Universal Maintenance Standards. For gaining the internal core competency in maintenance. Craft Utilization or pure wrench time relates to measuring how effective the craft resources so are doing value-added. productive work (wrench time). higher quality. develops a bench marking process for the major work areas / types of operation.
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 planner’s 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 planner’s 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 organization’s 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 .
Planning for QMS documentation should address the following three elements: 1. Planning for QMS documentation refers to planning for “infrastructure level” QMS documentation.7 Answers 8.6 Terminal Questions 8.1 Introduction Objective 8.4 QMS Documentation Process 8.
.5 Summary 8.2 Documentation Strategy 8. Overall strategy for creating QMS documentation. Planning for such documentation is performed during the planning phase for a specific project.1 Introduction Before an organization begins creating QMS documentation.OM0006-Unit-08-System Operations and Documentation
Unit-08-System Operations and Documentation Structure: 8.3 Documentation Management and Control Role of the Document Controller Types of QMS Documents Document Numbering Document Versioning Document Content 8. it must plan for it.
Documentation strategy This is perhaps the most critical element of QMS documentation planning. and dissemination of QMS documentation. approval.2. made available to users. not one written primarily to appease external quality auditors. 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 organization’s QMS. and. changed in a controlled manner. the primary users of an organization’s QMS documentation are its employees. rational approach to documenting your QMS will enable you to rapidly develop a QMS that works and has sufficient but not excessive detail. and archived when obsolete (to prevent unintentional use). After all. Agreeing upon such issues up front will facilitate the creation of the QMS documentation. Documentation management and control mechanisms. not outside parties. 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?
. Process for creating QMS documents. and 3. will provide you with a documentation set that is usable. Document creation can proceed unhindered once the necessary guidelines are in place to support the creation. A wellthought-out. review. kept current. perhaps most importantly. providing mechanisms to ensure that documentation in the organization is uniquely identifiable reviewed and approved by the appropriate authority prior to release.
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. approval. virtual) repository? · How employees should be provided access to controlled QMS documentation. hardcopy) repository or an electronic (i. Another important issue that needs to be addressed regards level of detail.e. that is. 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. 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. The procedures describing the sub processes and their interaction should be supported by additional QMS documentation. rework.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.. as appropriate.e.· How should documents of external origin be controlled? · Should the QMS documentation be stored in a physical (i. 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. Similarly. Within the product development process. the product design sub process should be supported by QMS documentation such as a design document template. a product design guidelines document. 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. and final release of QMS documents. For example. and other needed documentation. What is the right level of detail to include in the documentation so that it enables correct and
For example.” For example.” then refer to this department as the test department. and control of processes. for minor operational or organizational changes.
. Sometimes. or conducting employee training to emphasize key aspects of a process.” you need not revise your QMS documents if the functional responsibilities for testing the product still reside with this group. if any. complexity of the process being documented. it is far more convenient to revise one QMS document than to revise multiple documents. 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. instead of referring to departments by name. Do not document details of an activity in more than one QMS document. state in procedure Y that detailed description regarding that activity can be found in procedure X. Therefore. Below are some guidelines to follow to ensure QMS documentation has the right amount of detail: 1. Creating more QMS documentation is not necessarily the right solution. organizations should be careful in how they respond when process execution deviates from requirements. and competency level of employees executing the processes. if your organization has a product test department that is called “system test department. Some useful tips to accomplish this are:
Always refer to roles (or functional areas) that are involved in the execution of a process. 3. If an activity is described in a procedure X. operation. QMS documents should be written so that they need minimum change. type of activities. Other factors that have a bearing on extent of QMS documentation include size of the organization. Such an organizational change can have a huge impact on the QMS documents. Include only as much information as is necessary to ensure effective planning. but might result from unclear or ambiguous QMS documentation. as opposed to referring to individuals by name. If this department subsequently is renamed the “independent verification and validation department. or other factors. refer to them by the “function performed. To minimize the impact of such reorganizations. inadequate employee training. is the preferred solution. and another procedure Y needs to refer to the same activity. 2. review of existing QMS documentation to identify and correct deficiencies. 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. In the event of any change in the execution in that activity. Include all information that is specifically required to be documented as per the applicable quality management system standard.consistent process execution.
8. A document controller’s responsibilities generally include. QMS documentation that pertains to a specific location (or a specific function) may be controlled locally. department Y’s procedure refers to department X’s work instructions. Document controllers are people who coordinate. it is necessary to introduce the concepts of controlled documents and document controller. 4. The ________________ to implementing and documenting the QMS is highly recommended. it is best to control documents that affect an entire company (e. Documentation process of __________ planning entails the establishment of a process for the creation. but are not limited to: 1. in case of companies with more than one location (or very large companies in a single location). QMS documentation includes ______ of the organization.g. and scope than are high-level documents. 3. company quality manual and operating procedures) in a centralized location. Avoid references to another department’s work instructions or similar implementation-level documents. A controlled document is one that is formally approved and is under formal version control. such as procedures.•
When referring to another department’s QMS documents. Depending on the size of an organization and/or its number of locations. Generally.1 Role of the Document Controller Before discussing different elements of document management and control. For example. and enforce an organization’s documentation management and control function..3. Documentation __________ and control are a key element of an organization’s QMS. type of activities.3 Documentation Management and Control 8. the document controller function may be centralized or distributed. _____________ should be written so that they need minimum change. title. monitor. Implementation-level QMS documents typically are more prone to changes in content. 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 Y’s procedure becomes inaccurate. 2. However. Verifying that documents submitted for storage and publishing are:
Self Assessment Questions 1. 5. refer only to its highlevel QMS documents.
8. such as the document author and management personnel from the affected area. In case of changes to previously approved documents. Ensuring that all controlled documents are stored in a secure location. 10. In the correct format (that is. Accompanied by review records (when required) 2. 11. Duly approved c. This includes withdrawing copies of obsolete controlled documents. Notifying appropriate personnel. This is necessary because the document author may make document changes in addition to those that were authorized. the document controller should verify that the document version accurately reflects the magnitude of change in the latest version. Maintaining a master list of controlled documents. when errors or discrepancies are observed.2 Types of QMS Documents Quality Manual
. Alternatively.a. Verifying that changes made to previously approved documents were properly authorized (that is. 6.3. Verifying that the documents are correctly numbered. Notifying affected personnel in the event of a change to a previously approved document (or release of a new document) 9. this task generally is performed by the document controller. 3. Authorizing internal documents for external release after verifying that approvals for the release have been obtained from relevant management personnel. This includes clearly identifying documents of external origin and storing them in a secure location. a document number may be generated automatically. they adhere to standardized templates when applicable) b. 12. an approved document change request should be available) 7. 5. 4. Controlling documents of external origin. When document numbers are issued manually for new documents. Verifying that all changes made to previously approved documents are clearly identified. 8. for revised documents. Correctly storing and publishing (or distributing) controlled documents. Verifying that the documents are correctly versioned.
employees invariably prefer such a quality manual. followed by separate sections briefly describing each key process in the QMS. 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. as needed. from the quality manual. Senior management should realize that it is responsible for the manual’s content. A significant advantage of this structure is that it is not alien to employees. and not in the context of a quality management system standard. 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. in the case of smaller companies. 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. However. The quality manual must reflect the QMS accurately and be kept current at all times. In case of medium and large product development companies. 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. the quality manual references relevant. It therefore should reflect the organization’s commitment to quality (in other words. along with a reference to related QMS documentation. QMS documentation in explaining adherence to each quality management system standard requirement. Therefore. This includes describing the purpose and scope of each process. and consequently it gains wider acceptance for daily operations. it may be appropriate to include the procedures in the quality manual itself. it is preferable to exclude details regarding the organization’s processes from the quality manual. An organization’s quality manual is an invaluable document for its employees.A quality manual is the highest-level QMS document and is intended primarily to provide an overview of an organization’s QMS. This can be demonstrated by senior management approval on the quality manual. answer why the organization is implementing a QMS) and describe how the organization ensures quality in its daily operations. Such quality manuals follow a top-down approach to describing the organization’s QMS.
. such as ISO 9001:2000. The QMS is explained in the context of the organizational business processes. which must be referenced. and other parties (such as third-party auditors). Such details should be embedded in the appropriate QMS documents. When appropriate. customers (and potential customers). Typically. employees typically relate more closely to organizational processes than to the requirements in a quality management system standard. This approach entails describing the high-level product development process map of the organization.
because organizational processes typically span multiple departments. Work instructions describe how activities in a process are executed. they should undergo cross-functional review by all departments involved in the process (or areas affected by the process) being documented. Procedures are useful for communicating process information at all levels of management between departments. Due to the intradepartmental nature of work instructions. Procedures are not intended to provide the how to implementation details regarding a process. This helps ensure that the procedure accurately reflects the process and the interaction between various departments.Procedure A procedure is a documented high-level description of a process. When process practitioners do not have the requisite training or are otherwise unskilled for creating effective process
. As a general rule of thumb. and experienced personnel for providing information on the execution of specific tasks. The practitioners have firsthand experience performing the tasks and therefore typically are the most knowledgeable. They provide a step-by-step description of tasks to be executed in order to accomplish each activity in the process. called work instructions. and they constitute the first level of documentation below procedures. it is a good candidate for splitting into separate procedures. They also serve as a valuable starting point for training process practitioners. competent. Because a procedure is intended to contain relatively high-level information regarding a process. and Where the activities are performed. Who performs the activities (roles and responsibilities). they should be documented and jointly reviewed by practitioners involved in executing the tasks documented. a procedure should not be longer than three pages. The decision to document a process in a procedure is made by the respective process owner in consultation with the quality assurance department. Due to the interdepartmental nature of procedures. to execute their tasks. If a longer procedure is needed. Work instruction A work instruction is a documented low-level description of a process. They serve as critical reference documents for anyone interested in knowing what a process entails. They describe: What activities comprise a process. Procedures constitute the first level of documentation below the quality manual. Procedures are usually interdepartmental. When each activity in a process is performed. practitioners typically need additional process documents. Work instructions typically are intradepartmental and are intended primarily for use by process practitioners.
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. the greater the likelihood of inconsistency in process execution. The decision to create a work instruction is made by the line manager or process owner who is responsible for the tasks. 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.. to minimize variation.
.documentation. in order to secure buy-in of the practitioners and to ensure that the documentation accurately reflects practice. such as the PMC representative for the department. work instructions can help ensure consistency and minimize errors. In such a case.. In many cases. Work instructions should be created on an as-needed basis when a need exists to provide detailed step-by-step guidance for process execution. this task may be performed by another appropriate person.g. As a general rule of thumb.) 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 work instructions should be documented with direct input and active involvement of the process practitioners. and to ensure consistency in process execution. 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.g. the core description of tasks in a work instruction should be limited to about four or five pages in length. when new personnel or personnel with varying levels of competence are executing a process. 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. Not every procedure needs to be supported by underlying work instructions. is there need to elaborate and provide further explanation on a process documented in a procedure by creating a work instruction (e.
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. a unique document number and version should be assigned to each document. Templates serve as guides for communicating the expected structure and content of a document. A form is used to record information. but also what revision level of that document to use. The numbering convention should be published in a QMS document. while the decision to create a template or form for departmental use may be made by the respective line manager. and should be enforced by the personnel in charge of (or tool used for) issuing the document numbers. The organization should devise a document numbering convention that meets its needs.3 Document Numbering In order to uniquely identify and control each QMS document. Once released. such as procedures or work instructions. either for review or for use (after approval). due to their very nature. For example. one must not only know what document to use. directly in the fields provided. 8. 8. An example of a document numbering convention is shown in Table 1. Therefore. The procedure author would start with the procedure template and populate it with information for the process being documented.4 Document Versioning Documents. Templates and forms A template is a skeleton for a document intended to be populated with specific information from use. documenting an agreed way of executing a process can help. it is strongly recommended that a procedure template first be established. for documenting procedures. They help in ensuring consistency of format and content within a particular type of document. 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.Past problems Have there been instances in the past where inconsistencies in employees have been observed in process execution? In such cases. evolve.3. a document typically will undergo revisions until it is withdrawn from use (or considered obsolete. 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. Table 1
.3. 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). but retained for archival purposes).
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., organization’s 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 organization’s 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
10 5.0 2. True 7. Refer 8.2. Refer 8. Top-Down approach 5. True 10.3. Refer Pages 9. True 9.
. False Terminal Questions 1. Refer 8. False 8.2 4. QMS documents 4. Page 4 3. Size 6.3 Copyright © 2011 SMU Powered by Sikkim Manipal University .1.Refer 8.
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.
poor installation. a) Infant Mortality phase: Newly installed equipment shows high rate incidence of early failures during initial phase of its life. the weak components from the infant mortality period have either been repaired or replaced.
As per the graph. because of its shape. 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. The high rate of failure at infant mortality stage is primarily due to the presence of weak or substandard components or design inadequacies. or sheer quality deficiency in their manufacture. The graph of the failure pattern. This is the useful period of the machine. The failure is random and unpredictable. and or not adjusted the operating conditions adequately. it is important to know the nature and occurrence of failures over a period of time for the equipment in use. This type of breakdowns may be due physical characteristics of the
. which is called the infant mortality. fatigue due to flaws in the molecular structure of the metals.3 Weibull Distribution Curve [Failure & Its Analysis] For better maintenance planning and control. b) Useful Performance phase: Next phase is the useful period of performance with a better reliability. It is also commonly called as ‘Bath Tub Curve’. there are three phases in the equipment performance namely a) Infant mortality phase b) Useful performance phase c) Ageing phase. is shown below. called the ‘Weibull distribution graph’ (after Weibull developed it). Once this phase is over. the failure rate dips as the components adjust to the system until it reaches a relatively low constant level. 9.l) More automation calls for sophisticated Maintenance. is primarily due to abrupt changes in stress distribution in the components. Most equipment that survives infancy stage will continue to perform better with very few failures. This behaviour pattern reflects ‘hyper-exponential distribution’. During this period.
can be assessed. Depending upon the complexity of the machine and severe aging processes because of extreme wear and tear results in an ultimate failure.4 Life of Equipment a) Bathtub Curve and MTBF · Weibull distribution or Bath Tub Curve. or how the machine is used. shown above. by which the system reliability. This ageing failure graph shows a bell-shaped normal distribution pattern. · When the failures are recurrent. · From these. 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. but in a complex machine. Mean Time between Failure (MTBF) can be computed. These causes being external to the equipment and the probability of failing is relatively constant. Negative exponential and Normal exponential. the failure of any one part may result in the complete machine breakdown. is a combination of three distributions: Hyper exponential. 9. This ultimate may occur at ‘mean’ or ‘average’ time. anticipated life etc. the failure fall into a negative exponential distribution. 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. In other words. Distribution shows the frequency of maintenance free running time with respect to total operating hours. · Figure below represents the degree of variability in free run time.
.e. and may be earlier or later.materials used. availability. · The availability (A) = [Cumulative time of operation in the normal working condition(Tn)] / the cumulative down time (Td)] i. · A simple machine having few moving parts may have breakdowns happenings after a large number of maintenance free run time hours. its statistics will help as a diagnostic tool in identifying the exponential nature of the availability and the reliability of equipment. This means that each part in a particular machine will have different failure distribution.
converting the information into the breakdown time distributions versus the percentage of breakdowns that exceeds a given run time. Curve B of the complex machine. the resultant graph is shown below. before establishing reliability.6. and ‘runtimes free of breakdowns’ on the ‘x’ – axis. the frequency distribution. The variability by Curve C is typical of complicated equipment that needs fine adjustments before it starts giving trouble free service. For example: if the total system has four sub systems having the reliability factors of 0. Here the data can be recast in the diagram.7. · By reliability.e.
.8. we mean the probability that any system gives a trouble free service. then the total product reliability is multiple of all these systems i. 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.While curve A depicts the behaviour of a simple machine. · When the above reliability factors are plotted in a diagram showing the percentage of breakdowns that exceed a given runtime on the ‘y’ – axis. Hence the reliability of the total system depends on the product reliability factors of each of the sub systems. 0. 0. Curve C has the same average maintenance free runtime as the other two.9. 0. 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. but the distribution shows wider variability.and 0.4.
In other words.7 Maintenance Systems The ad hoc unplanned emergency maintenance is not recommended. to reassemble the equipment and then check and restore to its functional capacity.9. it is a corrective maintenance to restore the machine/parts to acceptable condition again. or even a few days as the work involved depends on the size and complexity of the equipment. This activity may take a few minutes. to replace it. may contribute to 80 to 85% of the total breakdown time. the nature of the fault and availability of repair staff etc. 9. the repair maintenance crew endeavours to locate mechanical. here too is that the small percentage of around 15-20% defects in equipment. In this type of repair maintenance. the function presupposes the previous breakdowns and actions of disassembling the equipment. but the two types of planned maintenance could be carried out. to locate the faulty/broken part.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. electrical or other fault quickly and to correct them. Fundamental differences between the strategies discussed earlier and the proactive maintenance discussed now are: 1. Preventive Maintenance When a sudden breakdown occurs in a machine. It is the job of the maintenance crew to identify and quickly eliminate or simplify or improve upon these defects. As in other types of probabilities. Repair Maintenance 2. Focus is not only concentrated on availability but also the reliability
. namely: 1.5 Critical Analysis Critical analysis of maintenance problems is essential to know as to how serious is the problem for taking quick actions.
8 Reliability and Availability Concepts Reliability and availability have become key issues. T = Time performance. a CNC machine can be very good at 90%.9 How Good Is ‘Reliability Performance’? In industrial processes. 9. but when failures occur. Manufacturing reliability can be defined as a manufacturing system’s capability to operate to its expected operations. the formula used to measure manufacturing reliability (MR) is: MR = [% T] x [% Q] x [% S] [Where. and others. quality and speed) · Mean production loss (MPL) Thus the reliability index is expressed in terms of the running continuously without production losses. 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. then lower is the reliability. 9. fix the problem as fast as possible. Use of improved maintenance tools such as Reliability Centred Maintenance (RCM).2. 3. a tissue processing machine may give a good reliability of +98%. There is a push towards zero downtime or zero in-service breakdowns. Q = Quality performance. S = Speed performance] Manufacturing reliability model consists of a) process reliability b) equipment reliability and c) reliability maintainability. but the liquid packaging machine may be best at +75% reliability. There are many ways to measure reliability.
. the overall reliability performance of the total process is less and is dictated by the complex machine with lesser reliability. Say in a paper processing. and manufacture the quality product at the speed required. where as a less complex automatic lathe may be rated best at + 98%. For example. Using the above definition. Root Cause Failure Analysis (RCFA). · Mean Time between Failure (MTBF) · Measure of mean time between production Loss (MTBPL) (Production losses include loss due to time. more complex the equipment/ the raw material/ high tech processing.
11 Preventive Vs Breakdown Maintenance Certain generalizations on type of maintenance can be made to improve the reliability: a) First. It has relevance to high volume production and can improve a company’s maintenance system and help improve the overall productivity of the processes. When implemented together they complement each other and provide the greatest overall benefit to the facility. Through a fault tree analysis. 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. Through brainstorming sessions. hygiene. production. preventive maintenance is highly beneficial to machines whose breakdown time distributions are having low variability. engineering. This practice has impact on many aspects of business.
. As maintenance is an economic decision. 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. In this situation. Non contributing causes are removed from the list and contributing factors are taken for analysis.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. the team finds as many causes for the fault as possible and classify them into non contributing and contributing. The decision of maintenance policy is more of an economic decision rather than a technical one. the team checks for the logical flows and determine what changes are to be made to prevent causes from reoccurring. what are its cost implications? 9. customer service. 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. 9. RCFA is driven by maintenance prevention strategies. · While RCM is driven by preventive maintenance strategies. a standard preventive maintenance period can be set in such a way that the total downtime is reduced.10 Maintenance Economics Maintenance refers to an organisation’s policy in respect of the maintenance function of a set of equipments. planning and organisational leadership. quality.
existing maintenance facilities. c) In general. Effects of scheduling preventive maintenance for non-productive days with no loss of production. 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. Some metrics that may help in evaluation are: a) Maintenance man hours as percentage of total man hours b) Shutdown. if the maintenance time is less than the repair time and If the preventive maintenance is equal to. 2. it is better to perform corrective or breakdown maintenance. maintenance cost breakdown. the relation of preventive maintenance time to repair time is important. Hence maintenance and management of assets is the core to any business. Additional stoppage time because the maintenance crew cannot start repairing immediately after the breakdown has occurred. There is little gain in the preventive maintenance. such as 1. nature of repair breakdowns. 3) direct labour value
. Companies should recognize this fact that maintenance of its assets is to be encouraged as the process will provide advantages in enhancing quality initiative. Effect on production losses if plant shutdown can be avoided 3. increases capacity. when the repair time is equal to maintenance time. 9. reduces costs and eliminate waste.b) Second. the percentage of machine running time continues to increase with the increase of standard preventive maintenance period. Analysis of data of the existing conditions with respect to down time production loss. etc are required to be done and evaluated. d) We need to take into account other effects of unscheduled down-time.12 Measurement of Maintenance Performance Organizations seeking excellence in their maintenance practices should constantly endeavour to measure and improve upon the performance criteria’s of maintenance. or more than the time for repair.
a) Technical factors that dictates replacement 1) Wear and tear of equipment 2) Obsolescence caused by new invention
. 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. 9. Asset life cycle management system.f) Safety and regulatory compliance 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. b) Maintenance phase: operating environment for each asset is defined and performance goals at the lowest cost are firmed up.13 Asset Life Cycle Management In high tech production. then the asset is disposed off as it has reached the end of its lifecycle. 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. Factors that are considered while taking decision to replace machine and equipment can be classified as a) Technical factors b) Cost factors. 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.
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.3) Unsuitability of equipment due to size of the work. The main ingredients of the annual cost are depreciation and interest charges. Here the replacement is not advocated unless savings due to the use of new equipment. material losses etc. having a short life. will pay not only for equipment but also for any unamortized value for next few years. speed of operations. 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. X = (No. of years the equipment will pay for itself) = [A+B] / [(E-F) DG + H – C]
. power consumption. 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. Hence the time for replacement depends on the condition and characteristics of the equipment. old or new. While the annual operating costs include wages to operator. 2) By Using Barnes Formula: this formula is used for equipment. accuracy. rate of output. repair and maintenance costs.
10000. Depreciation tries to apply the accruals by matching that Rs. if an asset is purchased for Rs. The two most commonly used methods are straight line method and reducing balance method. Additionally. It emphasizes on immediate return. whilst revenue expenditure is that spent on day to day business expenses. E = labour cost per unit in old 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. F = estimated labour cost per unit with new equipment. 2) The same monetary amount each year
. C = interest charge of new equipment. kept in use for 8 years. · An annual depreciation charge is shown as an expense in the Profit and Loss account.9000. it has the business cost of Rs.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. but shown in the Balance Sheet · Depreciation is an attempt to spread the cost of an asset over its useful economic life. 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. For example.[where A = cost of new equipment. and then sold for Rs. D = number of units product per day by new equipment. B = depreciated value of the old equipment. Straight Line method 1) A fixed percentage on cost each year. 9. · Depreciation should be calculated in a way which most closely reflecting the manner in which the asset is being used up.9000 with the income that asset has generated. the value of the asset in the balance sheet should be reduced by each year’s charge. Capital expenditure is not recorded in the Profit and Loss account.1000.
This may reveal that two much or too little depreciation has been provided over the asset’s life.e. ] Reducing balance method (the charge for depreciation reduces each year) a) Year 1 Rs.30000 x 20%= Rs. · [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. i. using: (i) The straight line method (ii) The reducing balance method at 20% pa Solution · Under the straight line method.30000 – Rs. the annual charge for every year of the machine’s life is Rs.30000 – Rs.2850.30000. 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. It is expected that this machine will be used for 10 years.30000 x 100.4800) x 20% =Rs.1500) / 10 = Rs.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.6000 – Rs.1500. [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. i. the net cost is simply divided by the expected life. (Rs. Calculate the depreciation to be charged for each of the first 3 years of the machine’s life. 6000 b) Year 2 (Rs.6000) x 20% =Rs.4800 c) Year 3 (Rs. On disposal. at the end of which it will be sold for Rs. the actual disposal proceeds will show the true net cost of the asset.2850 / Rs.30000 – Rs.3840 and so on.
.e. 2850) · So.
The functional reliability refers to the ____________________ of the machine. acquisition or disposal may occur part way through the accounting year. 2520] c) Accounting for depreciation and disposals · In the above example.2007 =32000 · Depreciation y/e 31.03-2009 (20%) =5120 · Net book value at 31.
.03-2009 =20480 · Thus.03.03. 2. The main function of the maintenance department is to monitor and control the condition of machineries and equipments and improve their ____________________.2520 [sale price of Rs. equipment or service operation. The asset is sold on 1 January 2009 for Rs.2007 (20%) =8000 · Net book value at 31.40000. and is depreciated using the reducing balance method at 20% pa. Calculate the profit or loss arising on this disposal.23000. the disposal occurred exactly 3 years after the acquisition.03-2008 (20%)= 6400 · Net book value at 31. which necessitates decision regarding depreciation (may be proportionate) · A popular depreciation policy would be: A full year’s charge in the year of acquisition but none in the year of disposal Self Assessment Questions Fill up the blanks with appropriate words: 1. · Original cost 40000 · Depreciation y/e 31. Solution · Sales proceeds must be compared to the net book value on the date of disposal. 23000 – 20480 (book value) = Rs. In practice.03-2008 =25600 · Depreciation y/e 31.Example: 2 An asset is purchased on 1 January 2006 for Rs. there is a profit on disposal of price of Rs.
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. The objective of FMEA ( ) and reliability analysis of the plant and equipment is to ensure to ____________________ of critical assets and achieve the business goals. 7. For better maintenance planning and control. 9. As per the graph. In the performance phase is the ______________ period of performance with a better reliability. Hence the reliability of the total system depends on the _________________ of each of the sub systems. it is important to know the nature and occurrence of failures over a period of time for the equipment in use. As in other types of probabilities. is shown below. Reliability and availability have become key issues. This is the useful period of the machine. The failure of any one of the sub system can cause failure of the __________________. may contribute to of the ____________ total breakdown time 10. It is also commonly called as ____________________. Newly installed equipment shows high rate incidence of early failures during initial phase of its life. The formula used to measure manufacturing reliability (MR) is: MR = ……………………….
. called the ‘Weibull distribution graph’ (after Weibull developed it). 4. here too is that the small percentage of around 15-20% defects in equipment. but in a complex machine. which is called the______________. there are three phases in the equipment performance namely a) Infant mortality phase b) Useful performance phase c) _____________________ 6. The graph of the failure pattern. because of its shape. Manufacturing reliability can be defined as a manufacturing system’s ____________. In the ____________ . 8.3. 5. and manufacture the quality product at the speed required. Most equipment that survives infancy stage will continue to perform better with very few failures. the failure of any one part may result in the ____________________ . 11.. A simple machine having few moving parts may have breakdowns happenings after a large number of maintenance free run time hours. _________________ of maintenance problems is essential to know as to how serious is the problem for taking quick actions.
This pattern manifests itself due to rigorous operations during the life span. The reliability theories on equipment have shown that there is a definite performance pattern their lifespan. as evolved by some companies for better results consists of three phases: a) Asset Acquisition Phase: b) Maintenance phase: c) ____________________ 14.16 Summary The main function of the maintenance department is to monitor and control the condition of machineries and improve their functional reliability. Manufacturing reliability can be defined as a manufacturing system’s capability to operate to its expected operations. The purpose of reliability centred maintenance (RCM) is to determine the __________________ in its operating contexts. analysis. Q = Quality performance. reliability methodologies. 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. anticipated life etc. T = Time performance. can be assessed. The replacement analysis becomes more complex due to many technical factors and the qualitative consideration. equipment or service operation. and manufacture the quality product at the speed required.
. 13. Therefore it is the duty of the plant maintenance crew to strive to maintain and increase the functional reliability of the production facilities. Asset life cycle management system. The functional reliability refers to the consistency of the degree of performance of the machine. Reliability and availability have become key issues. by which the system reliability. availability. tools and techniques and measures. Some important methods or replacement of old and unused machineries are 1) minimum annual cost method 2) by using ____________________ 3) ____________________ method. RCM provides a flow diagram that tells what type of maintenance to be used. Mean Time between Failure (MTBF) can be computed. 9. S = Speed performance ] 12. The functional reliability of facilities to be maintained or improved upon by the maintenance management requires the use of certain concepts.[Where.
increases capacity. Hence the reliability of the total system depends on the product reliability factors of each of the sub systems. reduces costs and eliminate waste. However the methodology to be used depends on the best alternative within the organizations objectives. shows three phases in the equipment performance namely · Infant mortality phase · Useful performance phase · Ageing phase. Asset life cycle management system. called the ‘Weibull distribution graph’ and known as ‘Bath Tub Curve’.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. there must be equipment replacement plan after considering the cost impact and other technical factors. There are many ways to measure reliability. The purpose of reliability centred maintenance (RCM) is to determine the maintenance requirements of any physical assets in its operating contexts.
. · 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. Total productive maintenance (TPM) and failure modes and effects analysis (FMEA) are other maintenance tools used for improving the reliability through proactive maintenance. 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. 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. The graph of the failure pattern. because of its shape.
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. How this helps in replacement plans? 9.18 Answers Self Assessment Questions 1. 9. Consistency of the degree of performance 3. methodology used for maintaining the functional reliability? 3) Explain briefly the ‘Weibull distribution curve.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. 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.17 Terminal Questions 1) Define functional reliability? 2) What are the maintenance management concepts. Excellence in performance 4. 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. 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. Bath Tub Curve 5. Functional reliability 2. Ageing phase
Maintenance requirements of any physical assets 13. Disposal Phase: 14.2 3.15 Copyright © 2011 SMU Powered by Sikkim Manipal University . Refer 9. Refer 9. Refer 9. Complete machine breakdown. Critical analysis.3 4.14 10. MAPI Terminal Questions 1.
. Refer 9. 80 to 85% 10.4 5. Capability to operate to its expected operations 11. Product reliability factors 9.8 7. Barnes formula.2 2.12 8. Refer 9. 8.13 9. Refer 9. Refer 9. Entire system. Useful.6 6.6. Refer 9. Infant mortality. = [% T] x [%Q] x [%S] 12. Refer 9. Ageing phase 7. Refer 9.
1 Introduction Objectives 10.3 Goals 10.2 Total Productivity Maintenance 10.4 Objectives of TPM 10.9 Types of Losses. 10.11 Implementation of TPM & Steps in TPM program Steps in TPM program 10.7 Other Related issues with TPM 10.6 Evolution of Maintenance Methods 10.10 Zero Loss Concepts 10.OM0006-Unit-10-Total Productivity Maintenance
Unit-10-Total Productivity Maintenance Structure: 10.5 TPM and its Features 10.12 Eight pillars of TPM Autonomous maintenance Kobetsu Kaizen Planned Maintenance Quality Maintenance
.8 Overall Effectiveness of Equipment [basis of TPM] 10.
thus leading to breakdowns and production losses. material handling equipment and other transport vehicles in proper working conditions. inspecting. adjusting. etc. to keep a machine. but they often neglect the very important function of complete maintenance. cleaning.16 Summary 10.1 Introduction Manufacturers invest huge capital on productive machines and equipments for production of the desired products. Health. But with the enlarged scope of maintenance functions when very high cost state of art machineries and equipments are used for higher productivity. faster set ups and fewer adjustments. a facility.17 Terminal Questions 10. a more sophisticated well managed preventive – maintenance type programs such as TPM or Reliability centred maintenance (RCM) has warranted. Because JIT [Just-inTime] production lines operate very close to capacity in every process.15 Role of TPM in WC-production 10.14 Benefits of TPM 10.Development Management Education & Training Safety.13 Relevance of TPM to TQM framework 10. repairing. This will increase the life of the machines and they perform better during their entire life span. High tech preventive maintenance routines are performed by experts at frequent intervals and machines are continually upgraded and modified for closer tolerances. Maintenance covers all those functions such as monitoring. 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. Equipment maintenance is basic to competitive manufacturing. machine failures cannot be tolerated. The Japanese have virtually eliminated machine breakdowns by applying Total Productive Maintenance (TPM) techniques to their
. Environment TPM in offices 10.18 Answers 10.
machines. maximising capacity.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
. Here the new quality approach of “prevention at source” was translated to the maintenance environment through the concept of TPM. consensus building and continuous improvement. minimising costs and continuously improving processes for manufacturing. 10. efficiency and effectiveness with zero loss concepts through total participation of all employees with self managing abilities in practices.2 Total Productive Maintenance [TPM] TPM had its genesis in the Japanese car industry in 1970’s. Machines are cleaned and lubricated frequently by the operators who run those machines. to achieve total customer satisfaction. relying on team work. Reliability and TPM principles call for avoiding crisis. It first evolved in Nippon Denso a major supplier of the Toyota car company. TPM is a well defined and organised maintenance program which places a high value on team work. 10. TPM is defined as the means to achieve high level of productivity. 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.
defect.4 Objectives of TPM The principle objectives of TPM are: · Eliminate all breakdowns of machines and equipment to ensure trouble free continuous production. 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. means elimination of micro operational issues · Achieve zero loss Concept – [zero breakdown.10. reduction in equipment life cycle cost. cost. · Increase plant efficiency. · Producing products for customer satisfaction in quality. · To achieve higher reliability/flexibility of equipment and reduce cost through eliminating wastages. · Maximise asset and equipment effectiveness through OEE [overall equipment effectiveness] and OPE. · 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. · Reduction in manufacturing costs. but spreads across as a company-wide culture. · Achieve manufacturing excellence.
. losses. 10. ensuring total effectiveness of the plant for higher quality and lesser downtime. delivery and services. · Boosting morale of employees.5 TPM-Its Features TPM no longer confines to the maintenance department.
· Defect losses due to reduced yields in processing TPM includes three main elements: · Regular preventive maintenance. TPM is one of the most valuable strategies for those who want to be competitive & meet the World Class Competition 10.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. including housekeeping. TPM paves way for an excellent planning.6 Evolution of Maintenance Methods What are the other maintenance methods that are universally practiced by industries. · Speed losses due to discrepancies between designed and actual speeds · Defect losses due to process defects that cause scrap & quality problems. 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
. effectiveness with zero loss concept. · Downtime for setups and adjustments. efficiency. 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. organizing. blockages etc. TPM is a means to achieve high level of productivity. · Periodic pre-failure replacement or overhauls and · Intolerance for breakdowns or unsafe conditions. · Speed losses due to idling and minor stoppages caused by abnormal operations of censors. monitoring and controlling practices through a unique ‘8-Pillars Method’.
A study is made on each machine on the MTBF (mean time between failures) distribution. Failure of equipment or machineries may occur at different phases. 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. A high failure rate known as the infant mortality exists during the initial working of the machine and then settles in. This idling will increase the production cost.emergency or priority basis to set it right.
. 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. especially when mass production or continuous production is planned. servicing and replace parts to ensure that the system does not fail during normal operation. A good maintenance facility should have the following features: 1. maintenance costs and resultant delay in supply of products to customers as promised. Here. b) Preventive maintenance Preventive maintenance is the activity that is planned and programmed on a regular basis to inspect the system. When the distributions curve exhibits a narrow standard deviation. the preventive maintenance will be more expensive and incidental if it is other way. the productive maintenance tries to identify signs of equipment deterioration or imminent failure and to take corrective action before it fails. 10. to uncover potential problems and to make repairs. Well trained maintenance crew. Obviously this is not an ideal way of keeping quiet until that breakdown happens. 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. that results in loss of production due to idling of machinery and labour and reduces system capacity.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. 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.
Specialists work with cross-functional teams & backup responsibility to handle difficult or unusual problems. Further these machines may have possible immediate effects such as variability of output. product quality and production schedules. safety hazard. Reliability is a time based concept of quality. Ability and authority to do material planning. schedule disruptions etc. issues are closely related with maintenance and maintainability.2. firms can reduce inventories. accidents to operators. Since the reliability is concerned with the elapsed time between failures of a product. 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. 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. they can improve operator safety and reduce injuries from equipment mal functions. Japanese automobile manufacturers have been highly successful in the US market and could gain a high market share. At the same time. 3. c) Reliability and Maintainability – an overview: Quality is multi – dimensional but reliability is a key component of quality. b) Employee ownership TPM: Front-line associates have first responsibility for maintenance in their work places. preventive and repair maintenance. e) Role of operators in TPM
. 4. because of perceive product quality and the exceptional reliability. idling of both machines and the workers using those machines for their work. Ability to establish a repair plan and priorities. Adequate resources. Hence by reducing equipment mal functions and break downs. Reliability considers the performance of a product over time. This will ultimately shorten the life of machines and cause high repair costs. It is the probability that a product will operate adequately for a given period in its intended application. Malfunctioning of machines cause deterioration and results in inefficiency. Ability to identify the cause of break downs 6. 5.
Basic skill levels required by operators include: A) Monitoring and maintaining critical process parameters. Understand the manufacturing process to successfully achieve the above. Thorough data analysis. thus developing the capability to operate similar equipment / machines 10.1. obtain information before such problems are attacked. Improve technical maintenance skills of all maintenance personnel through systematic training and work assessments 4. B) Perform change over and setup the complete machine.8. checking functions of the basic machine AND safety devices. Implement periodical maintenance system that is planned on the data collected from the machine.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. Restores deteriorated equipment through improvements / related maintenance 2. periodic diagnostic tests apart from performing appropriate maintenance system to avoid predicted equipment failure 5. manufacturer and also the operators 8. Maintain work order system to provide data for calculation of MTBF (mean time before failure) and MTTR (mean time to repair) 6. 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.
. replacement of filters lubrication of aggregates. f) Role of maintenance department in TPM process: 1. 3. Data collected must be complete for proper implementation. Diagnose and perform repairs for the problems identified.1 Objectives of OEE: a) It helps see a problem so that it can be fixed. In case the problem is an unknown entity. Perform basic equipment maintenance by cleaning of machines. To identify design weaknesses and improve equipment for error free operations 3. 2. Ensure maintenance is treating the root cause of the problem and not symptoms 7. 10.
Number of parts produced – 19271.88
. Lunch break – one lunch break of 30 min. Downtime of machines – 47 min. Ideal rate of production – 60 parts per min.b) It helps visualize ‘Six big losses’ with their targets for meeting OEE. 1) Planned and unplanned downtimes. Overall Equipment Efficiency [OEE] = [Availability x Performance Efficiency x Quality yield] 10. Short breaks – 2 short breaks of 15 min each.8. out of which 423 numbers were rejected.2 OEE example: A manufacturer working for 8 hours shift with the production data and scheduled breaks is as follows: Shift length = 8 hours. · 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. [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.
6) reducing the capacity. Category 3: Material losses: 14) material yield 15) energy losses 16) consumable material losses 10.e.978 = 0.861 * 0.8 % 10.978 · OEE Composite = Availability * performance * quality = 0. 13) any management losses. 3) planned shutdown downtime] b) Performance losses: 4) start up losses.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. c) Quality loss: 7) process errors 8 rework/scrap Category 2: Manpower losses: 9) cleaning and checking.748 i.· Performance = P = parts produced / (ideal production * operating time) = 19271 / (60 * 373 )= 0. 2) set up/adjustment time.861 · Quality= (total parts produced – rejection) / total parts produced) = 18848 / 19271 = 0.888 * 0. 12) waiting for quality confirmation. 5) minor stopping /idling. 10) waiting for materials. 11) waiting for instructions. 74.10 Zero-Loss Concept: TPM is based on the elimination of the above said 16 losses along with other five zero loss concepts depicted below:
This stresses the need to shift focus from equipment to the processes within which it is used. f) Office TPM. Selection of pilot lines 5. The main focus on equipment maintenance is for improvement of the overall production system. d) Planned maintenance.11 Implementation of TPM Implementing TPM company. monitoring and reviewing TPM results and raising levels and revising standards 10. even for new areas of operations. Reaching Excellence in TPM program by Promotion. c) Kaizen. Plant audit and initial assessment 2.1 Steps in TPM program 1.10. e) Quality maintenance. Company commitment 3.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. 6. h) Safety and environment committee 4. g) Education and training. Formation of committees and sub committees for a) promotion and steering of TPM. Focus on 8 pillars.12 Eight Pillars of TPM
. 10. b) Jishu Hozen.11.
In the above house. Uninterrupted operation of equipment 2. Eliminate the defect at source through active employee participation 4. Reduce process time 3. Reduce oil consumption 2. Step wise implementation of JH activities JH Targets: 1. Flexibility with operators to operate and maintain other equipments 3. 10. Increase the use of JH Objectives of JH:
.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. 8 Pillars supports a strong structure of TPM for achieving higher productivity is depicted in the following picture.
establish standards for data collection based on the production control chart and develop standards for easy reference. should be followed to achieve effective results
. 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. Here operator has to apply and ask for 5 why’s. electronic.1. Here the operator executes routine verification and adjustments 5. electrical. Improve skill levels and personal growth throughout the company 5. switch not operating properly etc. 7. Examples of such defects are: Crack in the housing leakages. Stabilise. lubrication and mechanical should be clearly understood by all in the production line for quick redressing. quick response. JH audit. Prevent degradation related failures 3. Develop standards and data collection: Create standards for clean up and checking of machines. 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. Improve predictability through data analysis and communication Steps to Implement JH: 1. Train operators on function and troubleshooting: Operators. Increase access and ease of inspection and maintenance 4. Standards for monitoring key process parameters: To develop methods and standards for routine verification of key process parameters / standards operating conditions. 6. replace cracked parts or worn out seals etc and repair and setup the machine. Similarly the orderliness of tool availability and display of visual boards can be maintained. Operators should identify and tag the sources of defects / waste that arisen out of the machine operations. set rules to be followed. team leaders. control or prevent deterioration of production equipment 2. Other steps considering the aspects like a) Cooperation from all production related department. 4. Provide spare parts and tools: Here all the spare parts should be leveraged at the point of use after considering the inventory levels. Cleaning of all the surroundings and using Japanese 5S principles for orderly keeping the parts etc. Repair sources of defect (outside of machines). broken / worn out belt. In case modification is required for easy inspection / elimination of debris / contamination etc a new aggregate covers may be created 3. 2.
12. 2) optimise maintenance costs. which uses maintenance work cycle activities of preventive/predictive/corrective or breakdown maintenance techniques. 2) Do the necessary 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. Step 3: Implementation action plan to sustain and develop further possible improvements. There are three steps that aim at quick but short term process improvements supported by long term organizational change.Kobetsu Kaizen (Focussed Improvements) 1) PDCA Cycle: Kaizen: here maintenance team should 1) Plan each step. 2) Increase in productivity by improving Overall Equipment efficiency (OEE). Verify the progress made in TPM efforts in planned versus emergency work. MTTR. · Planned maintenance policy includes a) achieve and sustain availability of machines. Zero accidents and Zero defects. Here an emphasis is on transferring knowledge and creating self sufficient team for results. 3) reduce spare parts inventory.12. It is aimed at having trouble free machines and equipment producing defect free products for total customer satisfaction. 3) Check whether successful or not. optimize machine set ups. All out JH: Repeat the cycle 1 – 6 above of the process of managing and monitoring the TPM. 4) improve reliability and maintainability of machines. Here it is aimed at eliminating all 16 losses in the workplace. Quick change time reduction. optimize spare parts location etc.8.3 Pillar: 3: Planned Maintenance [Pm] For Zero Loss · Planned maintenance is a systematic management by maintenance department. MTBF.2 Pillar-2. 10. 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. Six steps followed by planned maintenance are:
. 4) Act as required to proceed further to improve upon the system/process. 10.
when a) ease of manufacture.12. Here also aim is at defect free product to satisfy the customer. root cause is found and improvement action on the process/design are ensured.12. Benefits from Planned Maintenance 1) Reduction in downtime due to breakdowns.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. 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. 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. are analysed. 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. 2) Improvement in MTBF and MTTR.5 Pillar-5-Development Management This refers to the learning process that happens in TPM implementation and during different types of maintenance practices.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. b) policy of
Unsafe conditions like electrical points. operating machines without proper training etc. 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. 10.6 Pillar-6-Trining & Education [Flow Of Controls] Through training and education provides the skill and knowledge apart from the experience that enables operators. This systematic education and training will result in: 1) Reduction in downtime. Here the focus is on improvement of the knowledge.12. incorporate planned maintenance sheets to eliminate defects. Some examples of unsafe acts by employees are 1) use of worn out tools. safety guards. c) design. Development of management involves four phases. unsafe working without wearing gloves.7 Pillar-7: Safety. skilled workers. Point by point safety audit. whose morale is high and who are eager to work and perform the required functions effectively and independently. providing safe environment place a vital role. e) initial phase production. unsafe storage/stacking. The continuous training is on safe working. a) planning b) implementation. engineers and managers are in a position to fulfil the expanded role to be played in successful implementation of TPM. goggles etc.development of new technologies. noise generations and any such unsafe potential areas must be identified and action taken to make them safe. safety training and monitoring the improvements through Kaizen. The methodology adopted is for understanding of the present machine structure. d) manufacturing. health and hazards. c) determination of detailed specifications etc are answered. It is aimed to have multi skilled & revitalized employees. 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. skills and techniques through a training environment. and design validation 10. too hot areas.12. reworks etc. 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
4) reduction in inventory carrying costs. accounting. PQCDS&M principles in Office TPM: a) P: production output loss due to want of materials.10. as a strategy. 2) reduction in repetitive works. 7) reduced man power 8 clean and pleasant work environment and 10) reduction in equipment due to emergency despatches/purchases. etc d) D” logistic losses due to delay in support function. cost of inventory carrying. 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. It identifies and eliminates losses. Further. stores. customer returns etc c) C: buying cost. Since achieving total productivity is one of the major objectives of TQM. payroll. manpower etc b) Q: mistakes in cheques. 10. 6) reduction in customer complaints. other safety practices f) M: number of kaizen activities in office areas with improvements not visible TPM is a long range living program. 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. in information etc e) S: safety in material handling. It is followed to improve productivity and efficiency in the office administration. marketing and sales outlets with high inventories. Here the whole organization should focus.13 Relevance of TPM to TQM Framework Good maintenance is fundamental to a productive manufacturing system. invoices. Benefits accrued because of office TPM are 1) Better utilization of work areas. In TPM the barrier between maintenance & production personnel is removed. 5) reduction in n umber of files. bills. payment to suppliers.12. cost of logistics.8 Pilar-8-Office Tpm [Raise Levels & Select Other Areas] Office TPM includes analysing processes and procedures towards increased office automation. we can infer that total productive maintenance is an extension of TQM philosophy to the maintenance function. 3) reduction in administration costs. the following strengthen the view that TPM is relevant to TQM:
. TPM aims at keeping the current plant and equipment at its highest productive level through cooperation of all.
The planning. morale and pollution control by involving everyone in the process. repairs. tidy and well organised work area will result in better performance Maintenance is the key to achieve zero loss. Process capacity cannot be made available at the cost of quality. defects. smell etc spot problems before they develop. · TPM can have a great impact on the operations decision making process. 10. TPM is a value adding activity. Clean.· TQM is aimed at satisfying customer requirements. scheduling and control of operations depend to a large extent on process capacity and process capability. operators develop a sense of ownership for the machines and give special attention to upkeep the machines for sound.14 Benefits of TPM An added benefit is that with the added responsibility of all maintenance activities. Direct benefits:
. 2) TPM increases production capacity. process reliability and reduces the cost of lost production time. since it aims at cost reduction and quality improvements for internal requirements and for customer satisfaction. A comprehensive TPM program aspires to implement process capability and its maintenance. Here too the operators take the responsibility of cleaning their machines and work areas. · TPM is continuous improvement activity. This developed by JIPM (Japanese Institution of Plant Maintenance) during late 1960’s 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. In view of the above. by using the principles of 5S. Housekeeping is another area in JIT production system. zero accidents and zero defects. in other words working with a zero sum philosophy. 4) Benefits can be categorized into two types namely: 1) Direct and 2) Indirect a. there is a direct link between TPM and TQM and also the relevance of a comprehensive maintenance policy is proved for successful TQM implementation. zero breakdowns. 3) TPM also contributes to improvements in safety. vibration. TPM aims at the introduction of new and creative ideas which will optimise quality standards and reduce waste and costs to the organisation concerned. shortened equipment life and inventory.
The following results were reported from a typical firm after implementing TPM.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. . 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. 1) Productivity: Breakdowns reduced by 85% 2) Quality: Defect rate reduced by 50% 3) Cost: Labour cost reduced by 25%. the entire process or
. well functioning machines and equipments are a pre requisite for JIT and TQM to be successfully implemented in any manufacturing firm. equipment and systems so that they consistently perform at the levels required of them. Reliable. Preventive maintenance requires understanding and maintaining all the physical elements of manufacturing – machine components. Therefore if any equipment breaks down. 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. maintenance cost reduced by 15 -30%. energy reduced consumption reduced by 20%.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.
to keep a machine. In world class companies the responsibility for repairs and preventive maintenance is assigned to workers. to achieve ……………………. 3) TPM is defined as the means to achieve high level of productivity. 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. while teams of maintenance staff.. machinists and operators redesign and reconfigure equipment to make it more reliable. In TPM operators / workers perform basic equipment repairs and preventive maintenance. The involvement of workers in quality circles provides the opportunity for them (members of quality circles) to study maintenance problems. Identify. TQM requires quality at the source which implies that machines must be reliable and well functioning. a facility. Here the new quality approach of ………………… was translated to the maintenance environment through the concept of TPM.production line comes to a halt. engineers. Preventive maintenance practices reduce the breakdown of machines and will keep them in good working condition. In world class companies quality circles form an important component of TQM. Preventive maintenance is a stepping stone to a higher level of maintenance referred to as “total productive maintenance” (TPM). material handling equipment and other transport vehicles in proper working conditions. 4) GOALS: one among following is not an applicable goal. • Prevention of equipment deterioration • Maintain the equipment in optimal condition • Establishing basic equipment conditions • Operator’s incompetency
. It first evolved in Nippon Denso a major supplier of the Toyota car company. Improved equipment functioning has a positive impact on product quality. efficiency and effectiveness with zero loss concepts through total participation of all employees with self managing abilities in practices. Maintenance covers all those functions such as ……………… etc. 2) TPM had its genesis in the Japanese car industry in 1970’s. easier to maintain and perform better.
Education & Training. b) Downtime for setups and adjustments. 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. TPM in Offices. ………. 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 ……………………. ……………... 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. c) Speed losses due to idling and minor stoppages caused by abnormal operations of censors. manpower etc
. Health & Environment. One among the following is not the type of loss considered in maintenance. 7) Overall Equipment Efficiency-Fill in the other two factors: [OEE] = [Availability x ( ………. What is that? • P: production output loss due to want of materials. blockages etc.) X (…………)] 8 Out of Eight pillars of TPM. that the equipment is contributing to the product. Identify them Autonomous Maintenance. Identify a) Downtime due to equipment failure. Development Management. two are missing in the following list. Kobetsu-Kaizen..• Elimination of quality defects • Elimination of equipment failure • Elimination of cost losses 5) There are six types of losses found in a manufacturing firm. Safety.
Which is the sixth one? 1) Well trained maintenance crew. and total productive maintenance or reliability centred maintenance. 3) Ability to establish a repair plan and priorities. 4) Ability and authority to do material planning. organization should have the following six features. cost of logistics.16 Summary Japanese firms which implemented JIT production and TQM concepts cannot witness any machine failures that affect quality and delayed production schedules. 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 …………….. 3) Reduction in inspection time 12) For the above type of TPM. 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. cost of inventory carrying. and …………….. Preventive maintenance is a well planned program which involves inspection to uncover potential problem and make the necessary repairs before any breakdown occurs. machines are cleaned and lubricated frequently by the operators themselves who run the machines. They applied TPM techniques to visually eliminate machine breakdowns. bills. 4) Ability and authority to do material planning. 5) ……………………. invoices. While breakdown maintenance is remedial or corrective maintenance or equipment repair when breakdown occurs. stores. payroll. 3) Ability to establish a repair plan and priorities. etc •? • S: safety in material handling. organization should have the features of 1) Well trained maintenance crew. 2) Adequate resources. Only five are listed. A comprehensive maintenance program consists of breakdown maintenance. For the above type of TPM. preventive maintenance. customer returns etc • C: buying cost.2) Adequate resources.• Q: mistakes in cheques.. 6) Ability to design ways to extend MTBF.
. 10. In the TPM approach to maintenance management.
5. shortened equipment life and inventory. Reduction in costs of lost production. TPM identifies and attacks all causes of malfunctions and eliminates all consequent losses due to breakdowns. Quality circles. Distinguish between breakdown maintenance and preventive maintenance. defects. Discuss on the guiding features of TPM? 3. idle time. Equipment problems have a direct impact on production costs. What is total productive maintenance? Is it different from total preventive maintenance?
. high WIP inventories and so on. stoppage of production. which may result in inefficiency of machines. 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. TPM contributes to improved safety. poor quality of outputs. decrease in productivity. accidents to workers. 10. by adopting any of the maintenance systems discussed above. employee morale and pollution control. continuous improvement and has a strong strategic relevance like TQM. TPM helps to maintain process capability. high repair costs. Implementing TPM company-wide is major project requiring top management support.5) Ability to identify the cause of break downs 6) Ability to design ways to extend MTBF.17 Terminal Questions 1. product quality and production schedules. Explain briefly the evolution of maintenance practices leading to TPM. All these help to improve manufacturing competitiveness of world class companies. especially with the latest TPM as a final and long range solution. high standards of quality and reliability. What are the objectives of TPM? 2. 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. Benefits of TPM includes increase in production capacity and process reliability. 4. repairs. TPM has great relevance to TQM in improvement of productivity and quality. safety hazards.
no-(d)] 5. What are the relative issues that are recognized by maintenance department before attempting introduction of TPM in the plant? 7. etc 2. What are the six zero concept that are to be considered while approaching elimination of 16 Losses? 10. What is meant by ‘Overall Equipment Effectiveness’? What are its constituents? How the six losses are addressed through OEE? 8. Describe the role of total productive maintenance in world class manufacturing. 10. no (d)]
. Focussed Improvements and what steps are used to achieve improvement? 13. 9. adjusting. Discuss the relevance of total productive maintenance to TQM framework. What are the unsafe practices and how these are controlled by practicing good and healthy. Habitual Absenteeism by employees – [Sl. What are the benefits accrued to a firm by practicing TPM? 17. What are the constituents of Kobetsu Kaizen i. 4. Prevention at source 3. Explain briefly the sixteen types of losses that are to be considered for elimination by the maintenance department while planning TPM activities. Operator’s incompetency-[Sl. 16. Monitoring. repairing. cleaning. Which are the eight pillars that support TPM in an organization? 11. safe environment under TPM? 15. What is ‘Autonomous Maintenance? What are its objectives and steps involved in implementing? 12.6.18 Answers Self Assessment Questions 1.e. Explain briefly as to how planned maintenance under Eight pillars of TPM help achieve zero loss? 14. Total customer satisfaction. inspecting.
10. 10. 10.7 7. in information etc’ 11. Ref.9 9.4 2. 10.12 11.8 8.12.6 6. Ref. Ref. 10. 10. Ability to identify the cause of break downs Terminal Questions: 1. 10. Ref.‘logistic losses due to delay in support function. Ref. Ref. 10. Ref. 10. Ref.7 15. Ref. 10. 10. Planned Maintenance & Quality Maintenance 9. 10. Ref.13
. Ref. Ref.5 3. 10. Defects and improved quality 12.6. Maintaining their own machine / equipment 10. Ref.12. Ref.2 13.10 10. 10. Performance Efficiency & Quality yield 8. “Value added” – activity 7. Ref. 10. D.3 14. payment to suppliers.1 126.96.36.199 4.6 5.
. 10.16. Ref.15 Copyright © 2011 SMU Powered by Sikkim Manipal University . Ref.14 17. 10.