EXECUTIVE SUMMARY Across the manufacturing industry losses and waste occur due to factors such as operators, processes

and tooling or equipment. It is vital for organizations to have an effective maintenance strategy to address these problems; maintenance & management is a comprehensive maintenance methodology that compliments this need to solve problems of losses and waste reduction. This study outlines what maintenance & management is and why it should be implemented; determining its principles or objectives and the benefits that should be realized. The related tools and techniques have been assessed and the key components to its successful implementation in industry. Secondary research was conducted to gain an understanding of Maintenance and Management and its related tools and techniques. Primary research was conducted at LF Asia and a case study was undertaken in order to determine its applicability across differing engineering environments. This allowed the group to oversee various different maintenance programs and made it possible to compare and contrast with Maintenance & Management. We concluded that Maintenance & Management is a revolutionary concept that has tangible results in reducing maintenance costs whilst increasing the efficiency, capability and profitability of engineering organizations. However from primary research the project team concluded that typically engineering organizations will draw specific components from TPM that are more applicable within their own organization.



1.2 Company Profile

Li & Fung Limited is the Hong Kong-headquartered multinational group and recognized as the world's leader in consumer goods design, development, sourcing and distribution. The Company specializes in supply chain management of high-volume, time-sensitive goods for leading retailers and brands worldwide via an extensive global network.

Li & Fung Limited provides sophisticated, one-stop-shop supply chain solutions to meet customers' specific needs. From product design, raw material sourcing and production management to quality control, logistics, shipping and other important functions, its spectrum of services covers the entire supply chain end-to-end.

Over the years, Li & Fung Limited has won numerous industry accolades for its performance, governance and sustainability. The Company is committed to the highest operational standards, conducting its business with integrity and good corporate governance practices with an emphasis on transparency and accountability. Sustainability considerations are embedded into its corporate policies and risk management systems.

Li & Fung Limited (SEHK: 494) is listed on the Hong Kong Stock Exchange and is aconstituent member of the Hang Seng Index, MSCI Index Series, FTSE4Good Index, Dow Jones Sustainability Asia Pacific Index and Hang Seng Corporate Sustainability Index Series.

The Company is a member of the Fung Group, with a history dating back over a century to 1906.

A Hong Kong-headquartered multinational group, recognized as the world's leader in consumer goods design, development, sourcing and distribution

Three interconnected Business Networks - Trading, Logistics and Distribution offering a spectrum of services that covers the entire supply chain

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With more than 100 years of history since 1906 World's leading supply chain manager operating in the consumer goods market for retailers and brands worldwide

Global network covering more than 40 economies in the Americas, Europe, Africa and Asia: Over 300 offices and distribution centers

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More than 28,000 employees worldwide Access to a sourcing network of over 15,000 suppliers Listed on the Hong Kong Stock Exchange since 1992 Constituent member of: Hang Seng Index MSCI Index FTSE4Good Index Dow Jones Sustainability Asia Pacific Index Hang Seng Corporate Sustainability Index Series

Building a solid foundation and supporting our employees. We will continue to work with our customers. impacts and risks will be better managed in the supply chain. . customers and suppliers to be more sustainable is critical to our continued efforts to make a difference in our communities around the world. which is critical for creating products with sustainability attributes that are made in better-managed factories. tracking and performance. Positive Service Attitude and Professionalism.  Productivity by Teamwork.3 Company Quality Policy  IDS Manufacturing Sdn Bhd is to Total Customer Satisfaction with Best Value Products and Responsive Services. Sustainability and business resilience also drive innovation. and progress to be made.1 Company Scope We recognize that there will continue to be sustainability challenges and opportunities going forward.2 Company Vision and Mission Our aim is that through improved visibility. 1.2. suppliers and industry partners to improve our collective knowledge and capabilities around sustainable sourcing. products and packaging.

2.4 Company Organization Chart 1. Make Quality Our Way of Life 1.4.1 Board members Victor FUNG Kwok King Honorary Chairman Chairman of Risk Management and Sustainability Committee William FUNG Kwok Lun Group Chairman Spencer Theodore FUNG Group Chief Operating Officer Bruce Philip ROCKOWITZ Group President and Chief Executive Officer Paul Edward SELWAY-SWIFT Independent Non-executive Director Chairman of Audit Committee and Nomination Committee Allan WONG Chi Yun Independent Non-executive Director Chairman of Remuneration Committee Martin TANG YueNien Independent Non-executive Director Benedict CHANG Yew Teck Non-executive Director Franklin Warren McFARLAN Independent Non-executive Director FU Yuning Independent Non-executive Director .2.

Tetra Brik Aseptic Edge. Mid. Base. weight or space. family packages and comes in five package formats. clearly visible panels for your branding message.2. Tetra Brik Aseptic is perfect for ambient products. just a simple brick-shaped package that’s easy to stack and store. At home or on-the-go. The Tetra Brik Aseptic carton package offers a range of volumes from 80 ml. Square and the new format. No unnecessary material.Extremely cost efficient Good value for customer Easy to stack and store Wide choice of opening and closures Tetra Brik Aseptic is cost-efficient to distribute and has five flat. one-shot drinks to 2000 ml. . Slim.1 Introduction Tetra Brik Aseptic is the world's best-selling carton package range for liquid beverages. Key Benefits: . Machines Specification and Features 2.

Figure 2.2.2 A3 Flex Specification Type of line: Aseptic filling Pack sizes: 1000 ml . 2 A3 flex Tetra Pak A3/Flex is the filling machine designed for flexibility to easily change between different package volumes and shapes.

Overall speed: 7000 brix/hr Manufacturer: Tetra Pak Positions: Dual jaw system Manufacturer date: 2009 Machine features • Flexibility: easy conversion between different family package shapes and sizes. Flexible PullTab or Direct Injection Moulding applicators can be installed as equipment kit. Easy adaptation to many different closures. • • • Complete line offer. • High food safety. . Optimized line interaction thanks to innovative line automation.

2.1 Accumulator Helix Machine Features • Small footprint as packages are accumulated vertically.3 Accumulator Helix Accumulates packages between filling machine and downstream equipment. .2. Figure 2.

Figure 2. desired appearance 2.4.• Package emerge with correct.4 Tetra cardboard packer Packs carton into trays and wrap around units.1 Tetra cardboard packer Machine features • Produces both trays and wrap around units. .

Consistent and careful package handling ensures package appearance. 2. 000 combinations of patterns and units.• • Quick and easy change between 12.1 Tetra Film wrapper .5.5 Tetra Film wrapper A compact stretch film wrapper for portion packages Figure 2.

8 sq due no shrink tunnel. 2. double or triple rows Strech wrapping technique for low consumption of energy and film Footprint only 2. .6 Tetra straw applicator Straw applicator for flexible packagings. single.Machine features • • • Easy to change packing pattern.

Figure 2.7 Maintenance Management Statistics for Maintenance Work order backlog Average days to complete work orders Work order completion percent .1 Tetra straw Applicator\ Machine features • Glue is applied to straw film(not packages) for greater accuracy and economical use of glue. • • Can apply any straw from the Tetra Pak range Continuous motion ensures good package appearance 2.6.

Breakdown Time Spent Equipment with most preventive maintenance time/ Equipment with most breakdown maintenance time/ Task estimating accuracy 1. The maintenance backlog represents maintenance work that has not yet been done – typically preventative maintenance work that keeps getting rescheduled or delayed because you do not have the time or money to complete it.Equipment downtime (not availability) Preventive vs. 2. Many tasks may actually take more time than estimated. Over time you should be seeing a steady or reducing work order backlog. Average days to complete work orders: The average days to complete work orders represents the average of the difference between work order Completed date & original Planned date for each work order. you may have scheduling conflicts . Work order backlog: One very significant number will be the size of your maintenance backlog – normally measured in hours or weeks. If you have consistently high values for the average days to complete work orders it means that the maintenance plan should be checked.

7.) and so on. unplanned/ breakdown maintenance. Equipment with most preventive maintenance time/ cost: This is useful to identify which equipment requires the most planned maintenance. Task estimating accuracy: This is the ratio of actual time to do the work order vs. 8.(tasks scheduled at the same time. This can help you identify correction plans and preventive maintenance that may be needed to reduce this. You should not see unexpected changes here over time since planned maintenance is something that is scheduled well in advance. 6. A low ratio generally means that unplanned/ breakdown maintenance dominates you maintenance schedule. Breakdown Time Spent: This is the ratio of how much time you spent on planned/ preventive maintenance vs. 4. Equipment availability especially when expressed as a percentage can be misleading. 3.. Work order completion percent: The percentage of work orders in a specific period that have been completed. You want to see a high percentage of completed work orders. Ideally it should be as high as possible. Equipment with most breakdown maintenance time/ cost: Identify equipment that takes most time/ money due to breakdowns. Lower percentages of completed work orders means an ever increasing maintenance backlog. . 5. For example if the equipment downtime changes from say 100 hours to 200 hours you may just see a small percentage drop in equipment availability if you have a lot of equipment. Preventive vs. Equipment downtime (not availability) : You want to measure total equipment downtime. Ideally it should be 1 or 100% (if expressed as . Also be aware that work order time (duration) is not the same as equipment downtime since the equipment can be down for a much longer time than the work order takes to fix it. conflicts with technicians calendar availability. This is the most expensive maintenance and also ends up causing a lot of dissatisfaction among users/ customers since it means they are experiencing breakdowns and you are scrambling to fix them. the estimated time spent doing the work order.

High values (more than 110%) mean that work orders are taking more time to complete than estimated insufficient time has been budgeted for the task or skill levels of maintenance personnel is low and they are taking much longer than expected to complete jobs. Figure 2.0 IMPLEMENTATION MAINTENANCE MANAGEMENT POLICY .7 Maintenance Management System 3.you are overestimating work order time or it may mean that some task steps are being skipped by maintenance personnel. Low values (less than 90%) mean that work orders are taking less time to complete than estimated .a percentage).

in any maintenance department where there are more than 10 crafts persons and more than two or three crafts. can result in improved efficiency. Zero defect to achieve excellence in overall plant effectiveness (OPE).• • Achieving Zero abnormality. There should be only as much planning as necessary for maximum overall efficiency so long as the system costs less than the cost of operating without it. As the size of the maintenance organization.1 Maintenance Management Policy 3. Zero breakdown. 3.2 The Maintenance Schedule It is generally accepted that. the extent to which work planning can be formalized and the amount of time that should be spent on this activity are increased. some planning. for example.2 The Maintenance Policy . scheduling. Figure 3. increases. Inculcating analytical attitude and ownership to be equipment and system competent and innovative. other than day-to-day allocation of work by supervisor or leadsperson.

yet is sufficiently flexible to handle most unexpected work. or the length of time covered by the schedule. is another variable to be considered. and lead time for scheduling.3 The Procedure for Scheduling There are practical limitations to any scheduling system. In . actual performance indicates from 60 to 80 percent adherence during normal operation. Most detailed schedules are laid out in terms of labour-hours or. Lead time for scheduling. such proof is readily available. and do not attempt scheduling for the entire work force. Where some form of incentive system or work measurement exists.or 3-day lead time results in good performance. But in most maintenance departments no such definitive method is available and the only criteria of measurement are overall trends in maintenance costs and quality of service. Justification of any scheduling system requires proof of its effectiveness in dollars saved. Other scheduling systems use a half craft-day as a minimum work unit. Work Unit. A portion of the available work force is left free for quick assignment to emergency jobs or other priority work not anticipated at the time of scheduling. In these cases a monthly or biweekly allocation of manpower suffices. especially those of an emergency nature. percent of total work load scheduled. If. A very detailed schedule that because of emergencies becomes obsolete after the first hour or two of use is of little value. fractions of hours. Some scheduling systems do not attempt to cover breakdown repairs and are limited to the routine preventive maintenance and to major work that can be anticipated and scheduled well in advance. however. Others schedule only handle major work where the number of crafts persons and the length of time involved are appreciable. Although in some cases all work may be scheduled.3. In most instances. the most effective systems recognize the inability of any maintenance engineering department to anticipate all jobs. however. Percent of Total Work Load Scheduled. Some aspects to be considered in arriving at a sound work-scheduling procedure are work unit. Some work-scheduling systems handle small jobs as well as large ones. Others may use a craft-day or even a craft-week as a basis. a weekly schedule with a 2. Size of Jobs Scheduled. the value of the schedule is real. size of jobs scheduled. if standard times are used. Lead Time for Scheduling.

extreme situations a daily schedule with a 16. etc. material.0 Material Control The inventory is a list of physical features (area. The types of data to be kept vary with the maintenance activity and the task required. A more workable solution for this situation.) of capital assets that require maintenance. Equipment spares can also be quite expensive and contribute significantly to the maintenance budget.to 18-hr lead time may be necessary to provide the necessary control.1 Implementation of Maintenance Spare Parts Management Equipment spare parts management can be quite a challenge especially if you have several different types of equipment – each needing it own set of unique set of parts that are required for unplanned and preventive maintenance on the equipment. . Maintenance Activity. involves use of a master schedule for a minimum of 2 weeks with provision for modifying it daily. however. Table 1 gives examples of the types of inventory detail.Examples Inventory Items Building Custodial • • • • • • • • area of floor surface number of light fixtures/bulbs number of doors area of floor surface number of windows area of wall number of culverts length of ditches Building Cleaning Culvert Inspection Ditching Table 4: Examples of material control details 4. 4.

This will help better manage inventory requirements and costs. 4. Poor quality components can result in premature failures and additional maintenance work. Two sample work orders are shown in Figures 2 and 3. Work orders are prepared from inventory data (physical features) and task statements. when. 2) Depending on your suppliers (vendors) you may want to explore use of “just in time” inventory – order & get parts just before maintenance jobs are to be done. one work order could contain tasks for weekly boiler maintenance for a school.2 Work Orders Work orders provide information on what. At the same time try to avoid job delays because parts are not available. Maintenance records can be useful to identify suppliers of quality parts. b.1) Identify parts required for different maintenance tasks and try to estimate usage over the next few months based on the equipment preventive maintenance schedules. Another work order could contain different tasks for monthly maintenance of the same asset. c. if necessary. Each work order lists tasks for the same frequency of work and for the same asset. The sum of work order planned 4. on a blank work order. examine the inventory data and typical task statements to determine the tasks appropriate for that specific asset. etc. where. Calculate or estimate the time needed to complete the individual tasks and enter the total time for all tasks in the “planned time” block. Using the task statement or manufacturer’s operation and maintenance manual as a reference (modify. 3) Try to identify & classify reliable suppliers (vendors) for all parts. The general guidelines for preparing a work order are as follows: a. maintenance activity number and work order number.3 Maintenance Work Order Requests . fill in the appropriate tasks (Work To Be Performed) on the work order. Starting with any asset on reserve. to suit specific situations). For example. List the asset name. Corporate purchasing requirements may sometimes dictate your choice of suppliers but it can be possible to work with your purchasing department especially if you have statistics about vendor quality & reliability. Holding inventory you do not need for several months adds to costs. how long and by whom maintenance is to be carried out. While costs of certain parts may be significant they are probably much less than the costs due to lost production or cascading equipment failures.

This is much preferable to you having to contact each person individually to tell them what you are doing or have done! Most CMMS software have request status checking features that enable requesters to check the status of work requests they have made or check the status of specific maintenance jobs. This will allow you to attend immediately to the important ones as well as defer or close out items that are not so urgent or are not really required. Most CMMS software packages have maintenance requests modules that are part of the software or available as an add-on. 2. requests received in a specific period. Request submission: Allow non-maintenance personnel/ customers to make maintenance requests on their own. Work request review: You should be able to review a work request and decide what to do with it. Besides this you can collect statistics on maintenance department performance over time e.g. 3. Checking request status: As work orders get done or completed you need to have a way to inform requesters of the status automatically. Reporting & statistics collection: Report on all the work requests received and processed. Some useful features to look for are: 1. 4. This will help you catch requests that are overdue or pending and make sure that they are handled or closed. Many work requests especially for emergency maintenance could be requesting the same work since more than one person could be submitting the request. Support for alerts: The CMMS system may also be able to send you an email/ text alert when work requests are submitted. Such statistics are useful to see if you are falling behind in handling requests or keeping up with them. average days to complete a request and so on. Other requests could requests for several different kinds of maintenance.You need to have an organized way of handling such requests. Good control of maintenance work request management will go a long way to ensure high end user satisfaction and fewer complaints about the maintenance department. Directly converting each and every maintenance request into a work order will result in a lot of duplicates or work orders that span several maintenance jobs and can be difficult to manage and track. 5. So you need a way to convert these requests to work orders or close out duplicates. Requesters may be able to choose specific maintenance tasks or equipment/ locations and request specific maintenance. .

5. . 2. you should start to see fewer equipment breakdowns over time. Reductions in equipment breakdowns due to better maintenance: Since equipment maintenance will be planned better and preventive maintenance is less likely to be skipped.0 Implementation of CMMS/ Maintenance Software 1. Reductions in overtime costs due to fewer breakdowns: Fewer equipment breakdowns means fewer maintenance "emergencies" when all hands are needed on the deck to fix things fast. So you should see lower overtime costs since maintenance technicians should be doing less overtime to fix critical equipment that has broken down.

Due to better maintenance planning you will keep fewer unneeded and possibly expensive spares around. This reduces the capital costs of buying new equipment over time. Instructions on how to complete the maintenance can be standardized in these templates. You can learn more about this from "Equipment Maintenance Calendars & Scheduling Preventive Maintenance". rising equipment maintenance costs. 7. you will reduce delays fixing breakdowns because you do not have spare parts and you will better be able to evaluate part vendors for quality and reliability.3. Equipment maintenance calendars created from your CMMS software can help you plan future maintenance and reschedule as needed.). Standardization of maintenance work due to task templates: With good CMMS software you can create standard maintenance task templates to create work orders. 6. unexplainable maintenance backlog increases. If you have planned critical maintenance on an equipment but it clashes with schedules of production/ operations you are not going to be very popular. etc. 4. 8. Reductions in schedule conflicts due to maintenance being planned at the same time equipment is needed by operations: This can be a big benefit. With CMMS software you will better be able to keep track of maintenance work due as well as items that slipped through the "cracks". Improved maintenance backlog management: Maintenance backlog represents outstanding maintenance that has not been done. Improved inventory management: Better inventory management is a significant source of savings. Improved analysis of problems and better reporting to management: Maintenance software will help you generate statistics on your performance that can be shared with management so that they have better insight into how the maintenance department is doing as well as get warnings on potential problems (e. Reduced costs due to longer asset/ equipment life: Due to better maintenance most equipment is going to last longer before it needs to be replaced. . You can learn more about this from "Maintenance Backlog Management For Equipment & Facilities". This makes it easier to train new technicians as well as improve maintenance standards. 5.g. You can learn more about these statistics and how to use them from "Key Maintenance Management Statistics For Maintenance Planners".

If you decide to drop a vendor you can check what equipment they supplied. If they have a purchase order module in the software you should be able to link vendor information with purchases and see how they are doing in terms of costs. Maintenance plans are less likely to interfere with operations or delay product delivery. quality and delivery on time. This may not always be possible especially for specialized parts for special equipment. . 5. part quality drops or deliveries keep getting delayed. Having alterative vendors for different parts makes you less dependent on a particular vendor – this can become important if vendors decide to raise prices. parts & spares they supply as well as any outstanding purchase orders. who provides maintenance on equipment you purchased.1 Six Ways CMMS/ Maintenance Software Can Make Vendor Management Easier They can store information on the vendor such as whom to order parts from. They have reports where you can calculate how much you spent on different vendors over the year. They can help you identify two or three vendors for particular parts and supplies. Sometimes consolidating purchases with particular vendors can get you better prices and service. Improved user/ customer satisfaction: Reductions in equipment breakdowns and better planning or preventive maintenance will create a better impression.9. whom to contact if you have problems with the vendor and so on. This will make it easier to identify a substitute vendor without creating operational problems when transitioning to a new vendor. They can allow you to rate the vendor so that you can select the best vendor when you need to order parts or supplies.

2 Mobile Phone Support In CMMS/ Maintenance Management Software 1. The costs for text and not very high and most personnel are familiar with text messaging. It empowers technicians. However. This means that one has to find a way to isolate the information so that maintenance personnel can get what they need without stepping on each other’s toes or causing system problems because they dropped out of the network. 5. people can go offline and pick up messages when they come online again. Wireless network access is spotty especially for technicians travelling to other locations. Early on we realized that there is an effective way to provide mobile phone support to nearly all mobile phones. In much of the developing world and elsewhere many companies such as banks. reduces the work for the maintenance planner who now can email out work orders and process responses from maintenance people. Another useful feature would be sending alerts by text/ email when work requests are submitted. Very few mobile phones are smart phones like an iPhone. This allows maintenance managers to have a way to quickly respond to requests without being tied down to the system. There is no need of expensive data plans. 2. So while it may look good to offer smart apps that enable a person to use a smart phone they will end up being fairly useless for many maintenance technicians unless they happen to own one of these phones. utilities. This makes providing a browser based mobile web application not very effective even though it could theoretically support a much wider variety of phones if the phones have a mobile web browser.5. Making work orders “paperless” and being able to easily distribute to technicians makes it more efficient and easier to manage for system users. 6. Any solution that has mobile phone support needs to consider other types of phones to be effective in the work place. 4. etc. The big bonus of this approach is that text messages/ SMS works on nearly all mobile phones. . If banks can find a way to effectively handle financial transactions and payments through SMS/ text messages there must be a way to offer similar useful functionality in CMMS software. and other service providers have found a way to utilize text messages (SMS messages) to provide very useful functionality. BlackBerry or Windows phone. enabling the processing of work orders by maintenance technicians using a mobile phone provides major benefits. It does not make much sense to put in a variety of mobile phone functions which may not really be useful to users. Android phone. Providing full access to CMMS features to technicians can cause problems since they can end up locking out information or access to records for other users due to connection drops. 3. Internet access for a mobile phone can be very expensive since most phone companies provide limited data plans.

Spares & supplies management: Manufacturer information can be used to identify part vendors. This can come in useful especially when you are looking at replacing an equipment and you want to compare its costs vs. planning for equipment replacements. This equipment “tree” makes it easier to locate specific equipment especially when you have hundreds of similar equipment. planning for additions and so on.3 Equipment Tips To Use CMMS/ Maintenance Software 1. engineering drawings.g. . 4. This becomes useful when maintenance work needs to be done. Having all such information in one place makes it easier to review equipment information and identify any actions 7. You can also identify the impact of changes on one equipment on other equipment e. calibration events. parts & supplies needed by different equipment. problems and so on as reported by operators. serial numbers. This makes for better asset tracking. maintenance required. Collect equipment information: You can enter a variety of information on the equipment you have e. This can help you define standardized operations for all equipment of a particular category e. equipment needs to be replaced or moved. 6.g. cost benefit analysis. their different parts and layout of complex items. 5. Collect maintenance history & costs: Reporting features enable you to check and review the maintenance history of specific equipment. 2. Establish relationships between equipment: You can establish relationships between equipment such as identify an equipment as part of another equipment e. warranty work and recalls.g. depreciation schedules and so on.g. 3. Collect other useful information: You can store images and pictures of equipment. as compressors. if you need to replace a compressor you know that the HVAC system it is in will be out of service for some time. This can help you consolidate purchases of spare parts & supplies reducing repetitive paperwork and delays getting items. a new equipment. pumps and so on. model numbers.5.g. Categorize equipment for better management: You can categorize the equipment e. warranty details and so on. If hierarchical reports are available you could gather the entire maintenance history of an equipment and all its sub-equipment along with costs incurred.g. Collect operational history: You should be able to log and retain information about changes to equipment e. manufacturer. purchase dates. marking a compressor as part of a HVAC system and so on.

Its purpose is to minimize breakdowns and excessive depreciation. preventive maintenance can be compared to the service schedule for an automobile Reasons for Preventive Maintenance • • • • • • • • • • Increased Automation Business loss due to production delays Reduction of insurance inventories Longer equipment life Production of a higher quality product Just-in-time manufacturing Reduction in equipment redundancies Cell dependencies Minimize energy consumption (5% less) Need for a more organized. adjusting.6. In its simplest form. and minor component replacement to extend the life of equipment and facilities. planned maintenance function . PM includes painting. Neither equipment nor facilities should be allowed to go to the breaking point. lubrication.0 Implementation of Preventive Maintenance Preventive maintenance is planned maintenance of plant and equipment that is designed to improve equipment life and avoid any unplanned maintenance activity. cleaning.

Better conservation of assets and increased life expectancy of assets.1 Why have Preventive Maintenance ? The most important reason for a PM program is reduced costs as seen in these many ways. • • • • • • • Reduced production downtime. resulting in fewer machine breakdowns. routine repairs circumvent fewer large-scale repairs. operator training. they usually damage other parts. indicating the need for corrective maintenance.6. Reduced cost of repairs by reducing secondary failures. Identification of equipment with excessive maintenance costs. When parts fail in service. or replacement of obsolete equipment. thereby eliminating premature replacement of machinery and equipment. Reduced product rejects. rework.2 How to have a successful Preventive Maintenance? . Improved safety and quality conditions. and scrap due to better overall equipment condition. • 6. Timely. Reduced overtime costs and more economical use of maintenance workers due to working on a scheduled basis instead of a crash basis to repair breakdowns.

To provide proper motivation. important part of the overall maintenance program.3 Implementation and coaching of preventive maintenance typically include: • • • • • • • • • • Formal assessment of current preventive maintenance systems Understanding the client's current Preventive Maintenance practices Jointly generate an implementation plan for improving preventive maintenance. • • • Provide training in precision maintenance practices and training in the right techniques and procedures for preventive maintenance on specific equipment.Motivating Preventive Maintenance Workers: A quality preventive maintenance program requires a highly motivated preventive maintenance crew. responsible people to the preventive maintenance program. calibration and on-the-run inspection of instumentation . Assign competent. the following activities are suggested: • Establish inspection and preventive maintenance as a recognized. Set high standards. Publicize reduced costs with improved up-time and revenues. which are the result of effective preventive maintenance 6. • • Follow-up to assure quality performance and to show everyone that management does care. responsibilities and scope of the PM review Coach client the IDCON Preventive Maintenance Optimization methodology Coach the review of Mechanical on-the-run and shutdown/ TA PM's Coach the review of Electrical on-the-run and shutdown/TA PM's Coach the review of loop checks. Customize hands-on classroom and field training in preventive maintenance Deliver preventive maintenance training for operators and craftspeople Work out roles.

Within each shift. and the types of shift rotation that can be .• • • • • • Coach the review of lubrication practices Train operators and craftspeople in inspection techniques On-the-job training in inspections and PM's Coach the setup of work systems around PM Support client in setting up key performance indicators for PM's Help client arriving to good use of current CMMS for PM improvements 7. having many job positions to schedule and multiple shifts to cover.0 7. Union and FLSA rules may place restrictions on work hours. Production managers often spend countless hours on shift scheduling. Most manufacturing production factories operate around the clock (24/7). Manufacturing shift scheduling presents many challenges. Poor shift scheduling on the shop floor can lead to increased operating costs. Overstaffing wastes payroll dollars while understaffing results in late deliveries and lost sales. decreased sales. and soaring grievances. trying to get their shifts and work schedules just right. factory workers must also be assigned to various tasks or work orders.1 Implementation of Job Scheduling Employee Shift Scheduling for Manufacturing Plant Maintenance Operations Cost control has always been a constant struggle for manufacturers. overtime compensation. high worker turnover.

You may use a task to identify a scheduled break. a manufacturing process. Tell Snap Schedule software your criteria and it will show you a ranked list of available factory workers to fill a shift. labor rules. Standard reports provide detailed and summary information on assigned breaks and tasks for cost control. The schedulers must also consider time-off requests. work hour limits.2 Snap Schedule Employee Shift Scheduling Software Capabilities Easily schedule unlimited number of number of factory workers • • Drag & drop to easily assign shifts. and seniority Assign breaks and tasks within each shift • • The Task Schedule Planner provides a more granular level of control for assigning factory worker activities within a shift. Visually assign tasks of any length from 1 minute to several hours with a simple drag and drop. Use whichever view is easiest and most effective for your shift scheduling tasks. View assignments and schedule your staff from three different views. • . or a specific duty.implemented. move or copy assignments. a work station. mark time off. Create rolling work schedules – from days to years. 7. • • Quickly and efficiently fill a shift or find a substitute • • Quickly find and contact a substitute worker to fill a cancellation. and accounting purposes. availability. skills. labor cost. payroll. Ranking can be based on many criteria including job position. Software automatically generates work schedules using industry standard shift patterns or user-definable schedule plans. and worker availabilities when developing schedules for manufacturing facilities.

The Staffing Overview graph displays the number of scheduled workers having a specified skill by location. etc. sick leave. shift. health & safety. quality assurance. Simply drag & drop a reason onto the Schedule Planner to mark when a production worker is off-work. The Shift Coverage Planner lets you know if there are enough workers with the right skills to staff a shift. or hourly coverage. The Schedule Outlook shows who are off-work and why. You can also adjust the hours that the workers will be paid for working a shift.Adjust individual shift assignment start and end times • • Production workers assigned to a shift are anticipated to work the same period from the shift start time to shift end time. training. and other off-work requests • • • • Define as many paid and un-paid time-off reasons as you like. • Multi-skill shift scheduling is a breeze • • • You can identify applicable skills and certifications for any production worker. Work around your schedule constraints with ease . Define skills and certifications related to special training. time off hours for any time period you select. Available reports provide details on planned vacation. When a late start is needed or an early departure is necessary. Track all training. manufacturing processes. you can adjust individual workers’ shift assignment start and end times to reflect the actual hours worked. Labor cost reports reflect any adjustments made to the individual shift start and end times. vacation.

• • • • Define your operational constraints such as non-working days. and other criteria. Manage labor costs and avoid over/under staffing • • • • • • Set overtime policies for your manufacturing. daily work hour constraints. and payable hours as necessary to reflect actual work hours. and assignment reason. overtime exempt status and work hour constraints for each worker. Easily publish work schedules. skill. duplicate shift assignments. lists. overlapped shift assignments. and weekly work hour constraints. assignment calendars. shift start times. Define each worker’s availability schedule. and conflicts with scheduled time off. Use the Shift Coverage planner to monitor under/over staffing conditions based on position. The Daily Assignment Validation report identifies all discrepancies and constraint violations. end times and applicable days of the week for each shift. The Schedule Planner alerts you to availability conflicts. Automatically email work schedules to workers and/or their supervisors. Adjust workers' shift assignment start time. and plant maintenance operations. desired work hours. production. and any report in PDF and a variety of other formats. calendars. location. Export labor cost data for payroll and accounting purposes Easily publish schedules to staff and management • • • Print schedule views. end time. . Define hourly cost. work order. and reports to communicate schedule information to management and your workers. employee. position. Standard reports provide labor cost data by shift.

Lubrication System Check for oil level Pressure build up during hand pumping Check for distribution film of oil on all sliding surfaces Check for leaks Verify lube/pump operation 2. Coolant Level (Optional) Remove / Check pump and motor . Cutting Tools & Tool Holders Tighten the drawbar Tighten work holder devices Replace worn tool pump and motor 3.3 .7. Examples of maintenance scheduling Daily Maintenance Perform these maintenance tasks at the beginning and at the end of work. Start of Work 1.

External wiring & cables Check fit of cable connections Check for damage cables 5. etc. chips. Monthly Mechanical Tool holders / Drawbar Check for breakage and Thread damage Inspect drive belts Inspect way covers and wipers Check drawbar height Electrical Motor . Spindle Clean the spindle taper Test run the spindle 6.4. Machine-General Condition Check entire machine for loose or missing fasteners All of the oily matter. on the machine should be removed completely and put a thin lubricating oil on the sliding surface of machine to prevent the corrosion.

- Check for condition and testing Check voltages Check limit switches/safety locks Every Three Months Electrical 1. Electrical Cabinets Check for cleanliness Check and secure any loose connections Inspect connections/terminals 2. Electrical Elements Check for proper working of Push button switches or Rotary Switches 3. Proximity Switches Check for proper operation Every Six Months .

Ball Screw Guards Check Condition 3. Axes Backlash Check and compensate if necessary. Maintenance work orders can remain incomplete for a variety of reasons: Spare parts not available to complete the work Maintenance technicians (with required skills) not available for the job . It is usually measured in hours or days. after consulting with the factory.0 Maintenance Backlog Management For Equipment & Facilities Maintenance backlog refers to maintenance work that is overdue. It represents the total estimated time it would take to complete the pending maintenance work orders. As a facilities/ maintenance manager or maintenance planner this is something you need to keep an eye on and make sure that it does not go out of control. Machine base / Table Check for level and mounting bold loosening 8.Mechanical 1. 2. Drive Belt .Check Tension 4.Check Condition .

2.Equipment problems that require troubleshooting from vendor/ outside specialist Task dropped because a higher priority task came up Work order no longer needed Unable to get access to the equipment/ location because it is in use Someone forgot about it 1. You may find the vendor management tips in "6 Ways CMMS/ Maintenance Software Can Improve Vendor Management" useful. Spare parts not available to complete the work: If these are preventive maintenance work orders you should be able to predict in advance spares & supplies that may be needed using maintenance work order reports for future periods in your CMMS software. If this is one off or infrequent you probably can live with . Keep track of vendors and try to have alternative vendors for all parts so that you have other vendors to go to in case of supply problems from some vendors. Maintenance technicians (with required skills) not available for the job: This can happen when equipment needs specialized skills to fix/ troubleshoot but the technicians with those skills are too busy or not available because of sickness/ vacation/ other work. Based on previous unplanned/ breakdown work orders you may be able to identify equipment that breaks down frequently and the parts that need to be available so that work can be completed.

Task dropped because a higher priority task came up: This is something that can happen quite frequently. The article "Analyzing Machine/ Equipment Breakdown Reports From CMMS Software" may be useful in helping you do this. 6. Also see if it makes sense to replace equipment because it is too old or can be replaced with more reliable equipment. If this occurs often to certain equipment. In such cases you need to cancel these unneeded work orders. The equipment breaks down just before this check is due and as part of the service the technician replaces the filter and does the other steps in the preventive maintenance check. For such dropped tasks you should try to catch up when you can and make sure that they get completed/ canceled in a reasonable time period. if you see it happen quite frequently you should plan to upgrade the skills of other technicians so that someone else can step in as needed.this. At this point the maintenance department will most likely take the blame! Ideally you should use something like the Equipment Calendar Report to identify and schedule maintenance with other departments to reduce such missed work.g. The check is no longer required this month. Work order no longer needed: For example you may have a monthly preventive maintenance check where a filter is replaced. Equipment problems that require troubleshooting from vendor/ outside specialist: While similar to previously mentioned problems of technicians not being available. Read the article "Equipment Maintenance Calendars & Scheduling Preventive Maintenance" for more information. If this is critical maintenance that is being delayed you need to escalate this to management because such delayed maintenance may result in premature equipment failures. operations) is using the equipment and cannot afford to have it shut down for maintenance. this is something you have less control over. Unable to get access to the equipment/ location because it is in use: You may be unable to complete work because another department (e. In fact in our "Maintenance Management – Tips For Success" e-booklet we recommend organizing a schedule where it is possible to drop lower priority tasks when higher priority unplanned/ breakdown tasks come up. However. 3. . 4. 5. Another cause could be that the equipment on which the work is being done is no longer in service or is out of service for other reasons. try to escalate the issues with equipment vendors so that they will send you help faster.

2 • • • • • • • The key aspects of successful backlog management are: Setting objectives Setting/agreeing priorities Establishing the organization’s responsibilities and relationships Implementing the processes to met the objectives Measuring the performance Reviewing the performance Auditing the process . This is where CMMS software can be really useful and can help you keep track of missed maintenance as well as give you reminders as needed.7. 8.1 Backlog and priority system 8. Someone forgot about it: This can happen more often than not especially when you have many work orders to track.

Figure 8.2. looking at resources.1 Backlog and priority system management flow chart 1. unwanted work and modifications (modifications need to go through the 'management of change' process. 2. finished work. This will remove duplicate work. The first step in managing the backlog requires that the work be properly identified and prioritised by maintenance and operations together. Planning maintenance. A rigorous examination of the work requested needs to be carried out. estimates and parts (how to do the job!). a modification is not maintenance work) out of the list. It is the development of a detailed programme to achieve an end. modifications need engineering and fiscal approval. including. • • • It is the advanced preparation of a specific job It ensures the task is performed in an efficient and effective manner It ensures that all necessary logistics have been coordinated for the job execution phase to take place at a future date .

including: o o o o o o skills. Interfaces with: o o o o o • Purchasing Stores Operations Engineering Maintenance • Reviewing all jobs ready to be executed and decides on priority.vendor manuals. parts. man hours. crew size. special tools and equipment • • • • • An estimate of the total cost identification of safety precautions required permits communication requirements reference documents . methods to be used for their performance.• It is the process of detailed analysis that determines and describes the work to be performed. and the required resources. the sequence of associated tasks. drawings. materials. wiring diagrams etc Co-ordination • Encompasses the logistical efforts of assembling all necessary resources so that the job is ready to be scheduled. .

Do you have any? 3. Is the right maintenance work being completed at the right time with the right resources? Managing Backlog involves getting the planning and scheduling right. resources and support equipment are allocated / appointed to specific jobs at a fixed time (often when operations can make any associated equipment / system available). electrical. The schedule represents when the organisation expects the task to be carried out. If you are constantly below that figure then you could be overmanned. A good planner is a good estimator! Repair procedures save time when executing corrective work. If the Backlog climbs to 4 man weeks then consider overtime working or bringing on additional resources. These are: • • Measuring Total Backlog Discipline Backlog (Backlog be mechanical. • 4. Job execution and follow up of work in progress. There are several different ways to measure Backlog. To help the planning process it is normal to run with approximately 2 man weeks of Backlog per technician. Trending the Backlog aids management decision making. instrument discipline) . and when the resources are available. Scheduling (when to do the job!) • Is the process whereby the labour.Planners need to know how to estimate the work.

Maintenance is expected to play even much bigger role in years to follow. maintenance has to use latest technology and management skills in all spheres of activities to perform its effective role in profitability of the company .Conclusion The proposal report has briefly focused on the various aspects of maintenance management.as industries worldwide are going through an increasing and stiff competition and increased automation of plants.To meet these challenges. The downtime cost for such system is expected to be very high.

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