DUN} uae eke em Td Maintenance categories ~ Comparative merits of each category = Preventive maintenance, maintenance schedules, repair cycle - Principles and methods of lubrication — TPM,j | | Maintnance Poles - Preventive Mahionanes aa [2] MAINTENANCE POLICIES - PREVENTIVE MAINTENANCE, Plant and machinery in intial days always perform to Wee fullest capacity but as time g0es with regular wear and tear, it bevomes increasingly ifficull If proper and regular ‘maintenance is undertaken than production capacity can be msintned at amore or lest same level. Maintenance also requtes replacement decisions. Replacement is a substitution of existing fined asst with a new asset which may enhance the features which ae capable of Performing similar function, The need for replacement may arise because of normal use, obsolescence, erly service flue, destruction, et, Plant capacity is considered to be the lifeblood of « company. Plant capacity must be reliable for any company to produce products to have a competitive stay inthe market. An effective maintenance ensures a reliable plant capacity. In general, a company would prefer to have machines that will runperform well without any human intervention. When any new ‘machin isto be installed, itis needed to have an intellectual group to work in tar which is the first step in maintenance effectiveness. The second step ist be proactive maintenance, once the machine is installed and operated. 2.1, MAINTENANCE POLICY Maintenance policy is tool for maintenance personnel to plan their appropriate ‘maintenance strategies, However, before a maintenance programme is prepared, maintenance petsoanel and top management ae required to agree on maintenance policy because it requires strategic directions as well as resources, The maintnance policy consists of fivea rrr nprcaeg major components and different maintenance strtegies are developed from these components. Without defining this policy, maintenance operation processes willbe in a haphazard order. ‘The five major components of maintenance policy ae as fllows. > The length of time for maintaining fr their present use > The life equtements ofthe buildings and their fing, and services > The standard to which the building and its services are to be maintained > The reaction ime required betwoon defect occurring and repair being carried out > The legal and statutory requirement shall also be considered Following are the significance ofthe maintenance policy > Maintenance policy ensures that equipment is always in ready and elible condition It ensures the company which i able to respond to any sudden change in demand > Maintenance policy ensures tat equipment is always ealibated to provide good- quality products and competitive advantage. It ensures that there are no sodden and feequent breakdowns and reduce production of defective products [> Maintenance policy ensures tha there ae no major breakdowns. It ensues thee is no loss of inventory or marketshare for companies > Maintenance poly ensues tit cost are always controlled > Maintenance poliey is particularly important in caita-itensve industries. If organizations are not ble to implement an effective maintenance policy than it can result in the flloving results, > Full capacity wilization may not be achieved > Increase in production cost as fixed labor cost cannot be reduced > Increase in maintenance cost as more spare parts are required > Reduction in product quay and increase in wastage > Safety of workers and operators in sk 22, TYPES OF MAINTENANCE SYSTEMS OR MAINTENANCE CATEGORIES. Mainenance system can be dafised asa methodology and strtegy for esblishing & sod maintenance management princiles and providing a framework for identifying, Maintenance Poses Proventive Mahtanance mapping and controlling the elements of maintenance functions, Basically, there are two ‘types of maintenance systems. They ae as follows. {Break down maintenance i) Planned maintenance, Planned maintenance may further be lasted into the fllowing types (@) Proventve maintenance (6) Comective maintenance (©) Proditive maintenance (© Contition based maintenance (CBM) (6) Retibity centered maintenance (RCM). artenance approach | _ eakdom maintenance} [Panadmanianance | | 23. [ [som Conecive Preaeive | [ Conlon”) [Relabity anterance | | maintenance | | maintenance he centered Figure 2.1 Classification of maintenance approach ‘BREAK DOWN MAINTENANCE OR REACTIVE MAINTENANCE. In this categoryprogram, ales atenton is given to the operating condition of eitical machinery, equipment or system. Here, the equipment i allowed to function! operat til no failure eur, i ‘no maintenance work is carried out in advance to prevent the failure Repair is taken up after breakdown, As long as the equipment is functioning a a minimum sscepable level, it is assumed to be effective. It means, the people wait til the equipment fais and repair. Figure 2.2 shows the general flow diagram of breakdown maintnance This type of maintenance could be used when the file does nt significantly affect the Production or generate any significant loss other than repair cost (Example: allowing a TightMahtonance Engineering (Watrace Pos = Preventive Waiaoance bul to fase before its replacement). However the flue of component from a big machine ‘may be injurious tothe operator. In such eases, the breakdown maintenance shal be avoided. reaown Ne ve. Request sand faites xecitonie, Breekoun and opie tr pan [osree jamal Figure 2.2 Flow diagram of breakdown maintenance [Help an acts ‘ranges Real wrkoror ‘ns ats “This approach focuses only on repair or the symptoms of allure and it does not on the root cause of filar. I results only in increase i the fequency of repair and correspondingly the maintenance cdsts, For example when a bearing fis, it wil lead to production stp. By this approach, only the bearing willbe replaced with @ new one but no attempt will be made to study the cause of file or to prevent a recurrence of this faire. Itmay seriously affest the reliably ofthe system. Breakdown of an equipment or machine or station in @ system will have a significant effect onthe production cost, quality and schoduls. For each break down, one or more ‘operations that are to be performed by that pariular machineequipment are idled which in tur delay the completion time ofthe job. Meanwhile, parts waiting for this equipment / | | | | | machine are to be diverted and assigned to other competing machines. Because ofthis, the cost of manvfecturing goes up. [Breakdown maintenance should only be performed on components which ae inexpensive and easy to replace where the failure does nt cause collateral damage inthe system or where the cos of reactive, maintenance is not greater than preveiative maintenance. Reactive ‘maintenance is als ideal for business that cannot plan work duc to the nature of the industy. ‘An example would be satellite communications. is oo costly send technician into space to perform regular preventive maintenance Advantages of reactive maintenance: > Itlowers the inal costs: As the systems are new, they require litle maintenance so savings canbe on parts and emergeney Ibour. > requires fw staff: Complex repairs tend to be outsourced by reducing the need for internal staff. > There is no planning needed: Technicians repair equipment when i fils. As fis ar unpredictable, no time is spent for planing the reps, Disadvantages of reactive maintenance: Due 10 unpredicable nature of reactive maintenanes, there are a number of disadvantages, They are given below. > Difficult to contral Budgets: As equipment flues can be unpredictable, labour and spare parts may not be readily available So, organizations may end up paying a ‘premium for emergency parts shipping ave time and out of hours suppor. > Shorter ife expectancy of assets: Reactive maintenance does not keep the systems running in optimal “as new" condition. Over time, systems that have been ‘maintained deteriorate faster do not maximize thee inal capital cost investment > Safey issues: When work i scheduled, technicians have time to review the standard procedures and safety requirements to complete the eb correctly. Technicians tend to tke more risks when the maintenance work is reacive as they are under pressure to get systems running without delay > Time consuning: Reactive repairs tend to take longer time due to @ number of factors including time to diagnose, travel time, time to pull pats from stores or «emergency order, ime to ull correct manuals and scsmatcs ec.ee Maintenance Engieorng {Waierance Poca Preventive Waiiorarce ea > Inegular equipment downtine: Planned msitenance can be riten ito the production sthedule whereas unplanned repairs can happen anytime, Also, thee is the uncertainty around th length of delay duet the epi. > Inafcient use of resources: Technicians spend time fr running around to look for correct manuals and schematics, ordering the Fight pars et. for trying to diagnose and fix the se, > Interfres with planed work: Emergency repairs are usually priotized at the ‘expense of planned work. Planned work may be pushed or cancelled completely > Collateral damage: A minor issue could quickly be into a major system repair, IF the engine slow on clit could result a completely seized engine. > Indirect costs: Unplanned downtime can lead to late orders ifthe equipment cannot ‘be retuned to production in time. Itcan damage reputation and impact revenues. > Repeat issues: Reactive maintenance does the bare minimum to get the sytem up and running again. If not repaired corety, the ise could reoccur and eause more downtime, > Higher energy costs: When equipment is not propely maintained, it uses more nergy. Dong simple things such as greasing moving parts or changing fiers can reduce energy consumption by 15%, 24, PLANNED MAINTENANCE ‘The planned maintenance is a proactive approach to maintenance in which the iintenance work is scheduled to tke place on a regular basis, It is an organized type of. maintenance which takes care of other aspects suchas control and records required for this \ype of work. This type of maintenance is planned, documented and done before the ‘equipment fils. The process of planing the maintenance makes the tasks more efficient and itelimintes the effec of maintenance onthe operations ofthe fait. A large percentage of planned maintenance i result of scheduled inspection. However, there are planned maintenance operations such as lubrication and overhauls that are scheduled at regular intervals in view of experince and the recommendations from producers ofthe equipment. ‘The type of work to be done andthe fequency varies based on the equipment being maintained and environment in which i is operating. The following are some ofthe factors that must be considered forthe planned maintenance activity > Uillzation of equipment: Optimal utilization of machine/equipment should be planned. Underuilization or overutilization should be avoided. > Working contin: Various environmental factors such as humidity, temperature, si quality, corsiveness are considered. These may adversely affect the performance ofthe machinelequipment. Planned maintenance incudes the conogpts of essemal cate, fted-ime maintenance snd condition monitoring. Essential care includes in preventing failures from occuring. The various tasks performed are detailed cleaning, lubrication, alignment, balancing, operating procedures, sajutment and installation procedure. FFised-ime maintenance includes all rlacement that are done on a fixed schedule regardless of condition ofthe equipment. Condition monitoring constitutes all inspections from simple subjective tasks such as bearing sound, smelling odour, feling vibration, looking misalignment ec. to objective tasks such a8 vibration analysis, ol analysis, temperature monitoring, pressure checking ts. 244. Objectives and Principles of Planned Maintenance ‘The objectives of planned maintenance are primarily > To simplify complex maintenance tasks “To provide a readily manageable maintenance program “To failiate the scheduling and controling of maintenance actions To provide a means to detec impending equipment filures To facilitate an effective quality assurance (QA) process vvyvyvy ‘To forecast and plan manpower and material quirements. ‘The planned maintenance system should be designed according t0 the following principies. > Where the coret functioning of important components is not necessarily verified by the periodic tests preserbed fr cfitcal engineering services, those componentsMaintenance Engineering aionance Poles Preventive Mahtenance should be regularly tested and refeence to testing them should be included in the schedules of maintenance tasks > The maintenance program should ‘acude at appropriate intervals inthe form of tasks such as lubrication and occasional dismantling paricular components. The needs are indicated by normal indistry best practice, manufacturer's advice and experince > The maintenance program should concentrate on verifying the condition ofthe tiie engineering services and its components by means of testing and cxamination without dismantling, Parts tat are coretly working should not be disturbed unnecessarily > Maintenance shouldbe carried out under a quality system. Spares fted to crite engineering system shouldbe the sources from manufacture ora similarly approved quality system, 242._ Difference between Reactive and Panned Maintenance ‘The difference between reactive and planned maintenance ae listed in the following table S.No. Reactive maintenance Planned maintenance 1. | Maintenance is caried out aftr the machine fails. Maintenance is carried out before the machine fal 2, | Manpower requirement is tess. __| More manpower is quired 3. _| Startup costs ess. Startup costs more 4 _|ttreduces the equipment ite Itincreases the equipment ie 5. | increases the equipment or proces | It reduces the equipment or process ile failure. 6. | It is unpredicable nature of| Nature of production is predictable production, 7. | Iehas more safety issues and hectic | It has work environment. less safety controlled werk environment. issues and 8__| Energy costs high Energy costs ow. 9, | The use ofresource is inefficient. | The use of resources is efficient. 10, | ithas regular equipment downtime. | Ithasreguler equipment downtime, 25, PREVENTIVE MAINTENANCE It is @ maintenance program which is commited to the elimination or prevention of comestive and break down maintenance. A comprehensive preventive maintenance program involves the periodical evaluation of ertical equipment, machinery to detect problem and schedule maintenance task to avoid degradation in operating conditions. It is designed for day-to-day maintenance such as cleaning, inspection, Iubrictirg, retightenng ee. to resin the healthy condition of equipment. 25.1. Objectives of Preventive Maintenance ‘The principal objectives of preventive maintenane include 2) To minimize the number of breakdowns on erica equipment 'b) To reduce the loss of production that occurs when the equipment fires takes place ©) To increase the productive life of al capital equipment 4) To acquire meaningful data relative fo the history of all capital equipment so thet sound decisions are to repair, overhaul or replacement wihich can be made to maximize the return on capital investment «) To permit better planning and scheduling ofrequiredmsintenance work 4) To promote beter safety and health ofthe work fore. 22, Elomonts of Proventive Maintenance “There are seven elements of PM as shown in Figure 2.3 and ae discussed follows (0) Inspection: ‘Materalsitems are periodically inspected to determine thei serviceability by comparing their physical, electrical, mechanical, et. charctrstis to exposed standards (©) Servicing: 1t includes periodically cleaning, lubricating, charging, preservation, ete, of itensnaerials to prevent the occurence of inipent failures.QO Maitonance Engineering (6) Calibration: 1 refers the periodic determination of the vale of characteristics of an item by comparison toa standard 1 consis ofthe comparison of wo instruments, one of which i ceniied standard with known accuracy, to detect and aut any disrepancy inthe accuracy ofthe materialparametr being compare othe established standard vale (0 Testing: Wis a periodic testing or checking out to determine serviceability and detect electricalmechanizal elated degradation 29 lars of rroreive matenance Sewing Figure 23 Elements of preventive maintenance (0) Alignments ‘Making changes to an item is specified by variable elements forthe purpose of achieving optimum performance D Adjustment: refers periodical adjustment on specified variable elements of material for the purpose of achieving the optimum system performance Periodic replacement of limited items or the items experiencing time cycle or wear ogradstion to maintain the specified system tolerance. 253. Steps involved in Provontive Maintonance While setting up a new or upgrading an existing preventative maintenance program, the following five steps will help to maximize the machine profits and make machine maintenance more cost effective, Figure 2.4 shows the steps involved in an effective preventive maintenance program. (a) Step 1: Analyzing the maintenance system ‘The step begins by listing every piece of equipment and assign asset of identification ‘number to each unit. These identifiers will help later in tacking the cost and giving an indication whether or not the system needs to be replaced, ‘There isa neod 1 determin the health status ofeach piece of equipment. Ii operating to manufactres’ specifications? Is it operating to management's expectations? I ita high priority asst ors it an old asset that sued asa backup? There is a need to create a downtime log foreach asset that is essential to overall, business operation, The log should be broken down into subsets such as mechanical, lectricl, ran out of rae material, waiting on a forklift. It will help to identity bottlenecks inthe operation that may be hampering productivity. ‘Ther is @ need to create a service request sheet that allows operators to identify issues Which may not increase downtime, An example could be a leaking hydraulic cylinder. The ‘ylnder may sil peform but isa task that needs tobe addressed. After creating the proper forms and procedures, maintenance staffs need to make routine inspections (©) Step 2: Reviewing the systems Stating with the highest priority asset, each system's downtime and production logs shouldbe reviewed. Parts inventory shouldbe gone through the systems and they should be ‘ongunized by an equipment type. Operator's manuals should be reviewed for msintenance and repair schedules. If the ‘operators are required to perform dsily lubrication, i it actually being done? Each sytem shouldbe inspected, area that need for repair to be listed and prioritize the repairs that need tobemade,Matonance Engineering [Meintenance Policies - Preventive Maintenance rake the maintenance system evieig he systems Taig he imahlrance sath impemening | smantenace pan Figure 24 Steps involed in preventive maintenance (6) Step 3: Prioritizing the maintenance Poor safety will ffs the production process. Any issue with problems in procedure or auanting is pivity #1. Complete system shutdown may be roquired ifthe hazard cannot be immediatly repre, ‘Starting with the highest priority asst a reasonable operational goal for average time needs tobe set, No system willrun at an average of 100% capacity. Most manufacturers will rate their systems at 80%, This average will diminish asthe system ages In most cases, «20, year old asset wl not perform as well as anew system Systems are determined forthe need of most attention judging by thei relative actual performance as compared to the operational gol, Then, a task list per piece of equipments developed. Its followed up by assigning he approximate labor time and skil level to each task, Ifparts wil be needed to complete atask for badge, itis allowed enough lad time for delivery (0 Step 4: Training the maintenance staffs ‘Training must not bean afterthought. Its crucial to ensure the success. tis the best way to make sure that employees lea the right way to do tasks. Each machine operator or ‘operational team should be met and needto be demonstrated for proper safety lock-out and tag-out procedures, The correct procedures for daily lubrication and adjustments should be demonstrated. Maintenance staff should be tained for comect service and repr procedures in the respostive area of expertise / equipment. (©) Step $: Implementing the maintenance plan 5-10 minutes should beset aside prir to each shit for bese lubrication and inspection. ‘Another 5-10 minutes shouldbe allocated for cleanup after ene shi The process should begin by coding all purchase orders. the asset the pats or services ‘are dedicated by referencing. The data can then be collected to track costs, develop budgets, and indicators ae given about an aset that has reached the end of ts ie span ‘There isa need to separate ld and new parts and need tcreate a storage room to house parts and manuals. If possible, a compute system may be allcted with intemet capabilities ‘as mot of manufacturers have web stores to make parts ordering easier. “There isa need to make sure electronic components for well protected from static and ‘moisture. Hydraulic components shouldbe safe in plastic tags to prevent rast and protect seal that dry out. After organizing the replacement parts, inimum and reorder inventory levels shouldbe se. Parts may be ordered as needed to update the inventory levels 254, Be 2) In genera, the cost incurred towards breakdown maistenane is usually higher than the cost incured on preventive maintenance ts oF importance of Preventive Maintenance 1) Itkeeps equipment in good condition to prevent large problems. ©) Itprolongs the effective life of the equipment Ie datets the problem at earlier tages. {9 Tereduoes the equipment or process failure, 1) It minimizesetiminaes the reworlserp and ps in reducing. the proess variability {significantly reduces unplanned downtime 1) tis an excellent taining too for technicians |) Teheeps equipment safer 4) The pats stocking levels canbe optimized 1) It greatly reduces unplanned downtime.| | an ‘Maltenance Engineering 258. Disadvantages of Proventive Maintenance 8) Catastrophic failures stil key to occur ') Performance of maintenance based on sched snot quired. ©) Labour intensive. 4) It includes performance of unneeded maintenance, «)_ isk of damage when conducting unneeded maintenance, 1) Saving not eaily visible without a base line. 26, CORRECTIVE MAINTENANCE. Corrective maintenance can be defined asthe maintenance cated out to restore the unserviceable equipment that as stopped working to aceptable standard, For example, an lect fan may be in working condition but it doesnot rotate to its fll speed because of ‘worn-out bearing. Thus if the bearings are replaced, the performance of the fan can be ‘brought back to the specified level Hence, coretive maintenance is a maintenance task performed to identify, isolate and rectify a fault so thatthe underperformed or filed ‘equipment, machine or system can be restored to an operational conition within the limits ‘established for in-service operations. Corrective maintenance is the program focused on regular planned tasks that will maintain all eical machinery and system in optimum ‘operating conditions. The effectiveness ofthis program i judged on life eyle cost of critical equipment rather than on how quickly the broken machines are restored to working conditions. Itis proactive approach towards maintenance management ‘The main objectives ofthis program are to (eliminate breakdowns (G)liminate deviation rom optimum operating conditions (i) eliminate unnecessary repairs (iv) optimize al cial plant systems As per this program, all repairs are well planned and implemented by properly tained ‘people and the equipment or system i verified and retumed to service. 2641. Prerequisites of Corrective Maintenance (© Existence of trained fll ime maintenance planers ior accurate identifation of root [Maintenance Pies ~ Preventive Mahfenance (Gi) Property trained craftsmen with necessary skill to complete the repair of each ‘merging problem, (Gi) Standard maintenance procedure fr recusng repairs and maintenance ask. (js) Allowing sufficient time to maintenance amidst tight production schedules and ‘management constants. (©) A thorough verification process to ensure the completion of repair, 26.2. Steps of Corrective Maintenance ‘The corective maintenance is composed of five major sequential steps shown in Figure 25. These tes are: fault recognition, localization, diagnosis, repair and checkout Reorimctetimsntive | ocalzng he are win to aytem toe ‘specie temequpment Dlagnesing win the tenvequpmentto cently speci faled parveomponent 1 Replacing or paling fed L__is eee ee (Checking out an rturing te stom to Figure 25 Steps in corrective maintenance 263, Advantages and Disadvantages of Corrective Maintenance Advantages of corrective maintenance: > Itlowers the short-term costs. > requires less sta since less work is being done.‘ahtonance Engineering [Mahonance Paces ~ Preventive Manenance Disadvantages of corrective maintenance: > Itincreass long-term costs du to unplanned equipment downtime > Itispossble secondary equipment or process damage > Iisprone to neglect of assets. 227, PREDICTIVE MAINTENANCE ‘tis a method in which the service life ofimportant partis predicted based on inspection ‘or diagnosis in onde to use the parts to te Tinit of tei service lif. reduces the ‘unscheduled breakdown and also it assures thatthe machine acceptable condition aftr reper. “The aim of predictive maintenance is fst to predict when equipment failure might occur and second to prevent occurrence ofthe failure by performing maintnance, Monitoring for foture Tailue allows maintenance to be planned before the failure occurs. Ideally, predictive maintenance allows the maintenance frequency tobe as low as possible to prevent unplanned reactive maintenance witout incurring costs associated with doing too mach preventative tnaintenance. Basically, predictive maintenance differs from preventive maintenance based ‘on maintenance needed on the actul conditon of the machine rater than on some preset schodale whereas preventive maintenance is tme-bese ‘Activites such as changing lubricant are based on time such as calendar time or caupment run time. For example, most ofthe sevice providers advise to change the olin their vices every 5,000 to 10,00 kilometers traveled or 3 to 6 month time interval Wt is effectively based on the ol change needs on equipment run ime. Ther is no concer given to the actual condition ad performance capbily ofthe ci. tis changed because itis ine ‘This methodology is followed in preventive maintenance task. On the other hand, ifthe operator woul prefer to follow predictive mintenanc, the cr operator discounts the vehicle run time and the oil is analyzed at some peidicity to determine its actus condition and Iubrcation properties. In this case, helshe nay beable to extend the cil change wnt the ‘vehicle had traveled 15,000 kilometers. It isthe fundamental diference between predictive maintenance and preventive maintenance whereby predictive meintenance is used 1 define the required maintenance ask based on quantified materiaVequipment condition. Predicting failure ean be done wit on of many techniques. The chosen technique must be effective at predicting feilure and sso provide sufficient waming time for vpeoming, maintenance Some techniques include vibation analysis, il ansyss,themal imaging and equipment observation, { } | | ea ‘When predictive maintenance is working effectively as » maintenance strategy, ‘maintenance is only performed on machines when it is required. It means, just before failure is likely to occur. It brings the several cos savings as follows. > Minimizing the time the equipmeat is being maintained > Minimizing the production hours los to maintenance, and > Minimizing the cost of spare part and supplies. 274. Advantages and Disadvantages of Predictive Maintenance Advantages of predictive maintenance: > lt redaoes the beeakdown losses reduces the maintenance costo the equipment ‘reduces the total maintenance time ofthe equipmen: Ttinereases the component operational iffavailabily In reduces the part and labour cost saves enery Itallows for pre-emptive conectve action improves safety and environment Product quality is beter vvvyvvyyvvy tinereases net operating profit Disadvantages of predictive maintenance: > The cost of condition monitoring equipment needed for predictive maintenance is “often high > Skil level and experience required to accurately interpret condition monitoring data are also high > Investment on diagnostic equipment required for predictive maintenance is high 272. Difference between Predictive Maintenance and Conective Maintenance ie difference between predictive and corrective maintenance ae listed inthe following[tWaintnance Poies—Proventve Martenance MERE] Maintenance eo Maintenance Engineoing Corrective malntenance S.Na | Predictive maintenance 1. |tntiy, equipment is assessed to | Maintenance is earied out to restore predict when the equipment flue | the uservceable equipment that has ‘might occur and then maintenance i | stopped working t© acceptable performed to prevent occurence of | standards the failure, 2, | Predictive maintenance is done | Corrective maintenance is doe ater before the problem occur the problem occurs 3. | Highly skilled manpower is | Less shilled manpower is sufficient. required. 4._ | Itreduces the beakdown losses, Ieincreases the breakdown lasses. 5. | ieinereases the equipment life. | Itreduces the equipment life 6. | itreduces the maintenance cost, _| It inereases the maintenance cost 7. | increases the cast on condition | Thee is no cost involved on monitoring equipment condition monitoring equipment. 8, | There is no possibilty of secondary | Posibilty of secondary equipment equipment or process damage. process damage. 9. | Energy cost is low. Energy costs high 10, | Product quality is beter. Product quality i ow, 28, PROACTIVE MAINTENANCE Proactive Maintenance differs from other three mainenance modes because it addresses much more systemic elements of @ maintenance program rather than examining the machine itself. This approach is much more diligent and looks to control the problems that can lead 10 machine wear and ear as opposed tothe deterioration itself Proactive maintenance is «provenive maintenance stateny fr sailing he eibilty ‘of machines or equipment. It covers both preventive. maintesance and predictive maintenance. A postive maimterance plan provides company ability to proong the lie of machinery and prevents «complete and unexpected breakdown of production facility. For example, dough researc, it canbe determined tht a certain machin s mst ikely to fl ue to contaminants in lubvcating Mud. Once i is understood, then different proactive maintenance methods can be used to ensure the fluid whether it ss clean fluid to begin o it remains clean throughout operation. If contaminants are detected within the lubican, then it ‘an be flushed out and replaced wit lean uid that helps to prevent machine breakdown, ‘A proactive maintenance plan allows an organization to schedule production shutdowns {or repairs, inspection and maintenance. It helps to improve maintenance through actions such as beter design, workmanship, installation, scheduling and maintenance procedures. ‘The characteristics of proactive maintenance ince the following > Using feedback and communications to ensure that the changes in design or procedures ae rapidly made available to designers and managers, Employing a life eyle view of maintenance and supporting functions Ensuring that nothing affecting maintenance occurs in toa isolation Practicing coninvous process of improvement Optimizing and tailoring maintenance methods and technologies to each application Integra Using the root cause failure and predictive analysis to maximize maintenance cffectiveness 1 fumetions that support maintezanc into program planning vvvvvy Adopting an ukimate goal of fixing components permanently > Conducting a periodic evaluation of technical content and performance intervals of maintenance tasks, 28, CONDITION BASED MAINTENANCE (CBM) Condition Based Maintenance (CBM) is 8 maintenance strategy that monitors the actual condition of the asset to decide what maintenance needs to be done. In this type, the maintenance i performed after one or more indicators show that equipments going to fail oe that equipment performance is deteriorating. Unlike in planned ‘maintenance is performed based upon predefined scheduled intervals, condition based ‘maintenance is performed only aftr a decrease inthe condition of the equipment has been observed. Compared with preventative maintenance, it increases the time between mn need-hasis. Checking a machine for these indicators may include non-invasive measurements, visual inspection, performance data tnd scheduled tests. Condition data can then be gathered at certain intervals or continuously _ fenance, where ‘maintenance repairs because maintenance is d‘Mahtonance Engineering [Maintenance Paces ~ Preven Mahienance a) (as is done when a machine has internal sensors). Condition based maintenance can be applied to mission critica and non ion rite assets. 29.4. Condition Based Maintenance Techniques Condition based monitoring may include iy one or more ofthe following technique, 4) bration Monitoring: It determines te actual condition of equipmentimachines by studying the noise o vibration product during funtioning. 1b) Thermography: It determines the caution of plant machinery, systems ete. by studying the emission of infrared enery ie temperature. ©) Tribology determines the dynamic cxndition of bearing lubrication, rotor support structure of machinery ee. by adopting any one ofthe techniques suchas lubricating cil analysis, Speetographic analysis, erography and wear particle anal 8) Electrical Motor Analysis determines the problem within motors and other electrical cuipment. ©) Visual inspection determines the conttons of working elements visually based on the experienc. 29.2. Advantages and Disadvantages of Condition Based Maintenance Advantages of condition based maintenance: > CBM is performed while the asset working, it lowers the disruptions to normal cperations reduces the costo asst failures Itimproves the equipment reliability izes the unscheduled downtime due to estastophi failure ei It minimizes the time spent on maintenance Itminimizes the overtime costs by scheduling the activities, ‘minimizes the requirement for emergency spare pats It optimizes the maintenance intervals (more optimal than manofactrer recommendtions) vvvvyyy Ttimproves worker salty > Tereduces the chances of collateral damage to the system Disadvantages of condition based maintenance: > Condition monitoring test equipment is expensive to install and databases cost money to analyze > There is need of knowledgeable professional to arlyze the data and perform the work > Fatigue or uniform wear failures are not easly detected with CBM measurements > Condition sensors may nt survive inthe operating ervironment > Itmay requir asset modifications to retrofit the system with sensors. > Maintenance periods are unpredictable 2:10,RELIABILITY CENTERED MAINTENANCE (RCM) Reliability Centered Maintenance (RCM) is one ofthe well-established systematic and a step-by-step instructional tol for selecting applicable and appropriate maintenance operation ‘ypes It els in how fo analyze al lure modes ina system and define how to preveat orto find those failures early. The final result of an RCM progrim isthe implementation of a specific maintenance strategy on each of asesof the facility. The maintenance strategies are optiized so that the productivity of the plat is maintained wing cost-effective maintenance techniques, ‘There are four principles that ae ext for a reliability centered maintenance program 2s follows. 1. tpreserves system function 2. iets failure modes that can affect the system function 3. Itpriovitizes the fiture modes 4. Itselects applicable and effective tasks to contro he filure modes. 2.10.1. Process of ROM “The rough process of « RCM is as follows. Develop a Master equipment lis identifying the euipmentin the organization. 2 Prioritize the listed components based on importance to proces 3. Assign components into logical groupings.ee ‘Maitonance Engineering [Maintenance Policies - Preventive Mabtonance 4, Detemine the type and. number of maintenance activities required and periodicity using 8, Manufacturer technical manuals . Machinery history «, Root cause analysis findings = Why di it fail? 4. Good engineering judgment 5. Asses the size of maintenance staff. 6, Identity tasks that may be perfomed by operations msintnance personel 7. Analyze equipment lure modes and effets 8, entity effective miatenance tasks o mitigation strategies, The selection of cperations is done based on rational caleultion of effectiveness of such ‘operations for achieving required maintenance quality such a reliability, cost, et, ‘The above stops are repeated tila reasonable and fesile maintenance planning is realized. Among all, step 7 is the care of RCM process. In general, this step is time consuming and tedious and contents are similar to Failure Mode and Elfect Analysis (FMEA), 2.40.2. Effective Implementation of ROM ‘An effective RCM implementation examines the facility as series of funetional systems, each of which has inputs and outputs contributing tothe success ofthe facility, I is the reliability rather than the functionality ofthese systems that re considered, The seven questions that need tobe asked foreach aset areas follows |. What ae the functions and desired performance standards of each asset? How can each ast fi to fulfil its funtions? ‘What are the failure modes for each functional failure? ‘What causes each ofthe failure modes? What are the consequences ofeach fur? ‘What can andor shouldbe done to petit or prevent each fire? ‘What shouldbe done ia suitable proactive task cannot be determined? eee 2.40.3. Applications of ROM () When designing, selecting and installing new systems ina plant. (©) When setting up preventive maintenance for complex equipment and systems for ‘which we are not clear on bow they work. (©) When teaching people the basics of reliability it helps to explain the matters in a etl fashion using RCM, 5 2.404, Advantages and Disadvantages of RCM Advantages of RCM: > Itinereases equipment availabilty > ‘Itinereased component reliability > ean be the most efficent maintenance program ‘Wlowes the costs by eliminating unnecessary maintenance or overhauls ‘minimizes the frequency of overhauls Itreduces the probably of sudden equipment failures Itis able to focus maintenance activites on critcal components yvvvy incorporates oot cause analysis Disadvantages of RCM: > RCM does not readily consider the total cost of owning and maintning an asset > Itcan have significant start-up cost, training, equipment, ee > Savings potential snot edily seen by management, 2.44. VARIOUS LEVELS OF MAINTENANCE FUNCTIONS Management of maintenance i the act of balancing of costs against gains so as to evolve ‘he most suitable polices and determin tie maintenance effort required which isa function ‘of cost and it can vary fom Industry to Industry. In establishing a systematic maintenance stem, the following stages are normally gone through > O" sage: Only breakdown maintenance > 1? stage: Breakdown maintenance + certtn amount of cleani 1g and lubrication > 2 sage: Breakdown maintenance + planned lubrication snd inspectiona Manitonance Enginoaing > 3 stage: In addition to degree 2. preventive replacement of spares (renewal) is carried out > 4° stage: In addition to degre 3, thre are periodic maintenance schedules including ‘overhauls > 5* stage: In edition to degre 4, rditve maintenance techniques are adopted, 1242, TOTAL PRODUCTIVE MAINTENANCE ‘What is Tool Productive Maintenance (TPM)? ‘Total Productive Maintenance (TPM) isa maintenance program which involves a newly defined concept of maintaining plants and equipment. The goal of TPM program is to, significantly inerease the production atthe same time inreasing employee morale and job satisfaction. TPM philosophically rsembls Total Quality Management (TQM) in many aspects such as (requirements of commitment by op level management i) requirement of empowering employees to initiate coretive action (ii) accepting long-range plan on any ongoing process. 2421, Evolution of TPM Actually, TPM evolved from TQM which isthe result of Dr.W.Edward Deming’s influence on Japanese Industry. Shortly, afer World War I, as a statistician, he showed Japanese how to use statistical analysis in manufacturing and the resulting dat to contol quality in. manufacturing. This statistical approach and resulting quality contol have motivated Japanese work force to become a way of life for their industries. This new ‘manufacturing concept eventually became known as Total Quality Management When it was thought of considering plant maintenance under TQM, it was not working Well, Preventive maintenance schedules were in practice in most of the plants. These rmainenance schedules resulted only in over servicing of machines. There was only litle or no operator's involvement in maintenance pogram. The operators had only very less training and often Jeft with inadequate working manuals. The companies implemented TQM, ecognized the need fr futher improving roductivity and quality and reliability. To echieve this, adhering to TQM concepts, modificons were to make to TQM. These motifiatons elevated maintenance to status of being an integral part ofthe overall quality program. It Ted to the maintenance prevention. Thus, the preventive maintenance slong with maintenance | | t | t t aronance Poles — Preventive Mehfenance prevention and maintainability improvement gave birth to TPM, The aim of TPM was to ‘maximize plant and equipment effectiveness to achieve the optimum life eyele cost of equipment, [Nippon Denso of Tayoto groups were the first company t0 introduce plant wide preventive maintenance. The company established qualiy circles involving employees arisipation, Nippon Denso was the fist company awarded the distinguished pan prize for developing and implementing TPM by the Japanese IstnuteofPlnt Engines. 242.2. Stages in Implementing TPM. ‘To implement an effective TPM in an organization, the following stages as given in Figure 2.6 are tobe planned and exovutd Stage iV Instuenateaten stage Figure 2.6 Stages of TPM implementation Sage I: Preparatory Stage Sep-1: Announcement by management about TPM introduction nthe organisationitr Encinring] ‘Top level management poople should attend awareness programs on TPM to have proper understanding, commitment and active involvement. Then all matters about TPM should be communicated to others al) inthe company by publishing inthe magazine, puting up inthe rnotoe boa sending letters other stakeholders and by other possible mean. In this step, a ‘TPM co-cooeinator is hired or appoints, ‘Step-2: Int education Inthis step, a thorough educational program is arranged for workforee and itis just nota ‘month program but it may even prolong for a year or more, Training isto be done based on the need. Some edvcational programs need intensive traning and some just an awareness Step'3 Seng up TPM departmental commitiees Since TPM includes improvement, autonomous maintenance and quality maintenance, an ection eams or departmental commits are formed with people who dirty have impact. ‘on the problem boing addressed. Operators, maintenance personnel, shift supervisors, schedules and top management might be the members of force. This action teams should take cae of ll those nec ‘Step-4: Edablishing TPM working sytem and target ‘The action team willbe assigned withthe responsibility of identifying problem area and etaling course of coretive action and initializing the comestive process. In this step, by observing and comparing TPM in other companies, a benchmark is set end the tam starts working towards achieving that. ‘Step: A masterplan for insttuonaizng [Next step isthe implementation leeding to instiutionaizing wherein TPM becomes an organizational culture. Achieving PM award isthe proof of reaching a satisfactory level, [A grad ceremony is toe aranged inviting suppliers, our customers, afte companies, sister concerns and eommenicatng tem all that “We cae for Quali”. Supplies 4 they shold know that we want quality suply fom tem. Some may les from us, some can help us and customers will get the communication from us that we eae for quality vipat Stage I: Implementation Stage . In this stage, eight activities which are called eigh pias in the development of TPM sctivity are cated out. The eight Pillars of TPM ares follows | Mainioranec Poles — Preverive Maiionance 158 Principle ‘Autonomous Maintenance (JISHU HOZEN) Focused Maintenance (KAIZEN) Planned Maintenance ual Training Office TPM Sofety, Health and Environment, ‘Stage IV: Intttionaization stage (Once the action teams are familiar withthe TPM process and they have experienced success with small level problems and then with high and complicated problems, the ‘company can apply for PM award, Maintenance 2423, Pillars of TPM. 2UB3L Pillar 1: 58 ‘TPM stats with 5S principle as shown in Figare 2.7, Problems cannot be clearly seen ‘when the work place is unorganized. Cleaning and organizing the workplace helps the tam to uncover problems. Making problems visible isthe fist step of improvement. (o) SEIRI-Sore ou 1 means sorting and organizing the items as critical, important, fequently used items, Uscess or items that are not needed as of now. Unwanted items can be salvaged. Critical items should be kept fr use nearby and items which are not used in ner future should be Sore in someplace. For sis step, the worth ofthe item should be decided based on utility ‘and not cost. As a result ofthis tp, the search time is reduced () SEITON- Set or Organize ‘The concept is that "Each item has a place and only one place". The items shoud be + placed back after usage atthe same place. To identify items easily, name plats and coloured tags has to be used, Verial racks can be used fr this purpose and heavy items oocupy the ‘bottom position in the racks. :a ~ ‘Maintenance Engioaring PILLARS OF TPM i | @ | | (Quality maintenance ‘Safely, Health and Environment 5S apnese $5 ZS = Figure 28 Jopanese 5S [Metenance Poces—Prevenive Maiienence ———SSSSSCSC~R (@)SEISO- Shine the workplace: Itinvolves cleaning the work place fee of burs, grease of, waste, strap ete. There is no loosely hanging wires or ol leakage fom machines. (@ SEIKETSU - Standardisation Employees have to discuss together and desde on standarés for keeping the wok place / machines / pathways neat and clean. These standards are implemented for whole organization and they ae tested J inspected randomly. (@ SHITSUKE — Selfediscipin Considering 5S as way of life to bring about self-discipline among the employees of the organization, it includes wearing badges, following work procedures, punctuality, Aedicaton tothe organization et. 2123.2, PILLAR 2: JISHU HOZEN (JH) (Autonomous Maitenance) ‘This pillar ims at developing operators capable of tking care of small maintenance tasks themselves, thus feng up the skilled maintenance people to spend time on more valve added activity and technical repair. The operators are responsible for upkeep of their equipment to prevent fom deteriorating (a Poticy: 1. Uninterpted operation of equipment. 2. Flexible operators to operate and maintain other equipment 3. Bliminating the defects at source through ative employe participation 4. Stepwise implementation of JH activities. (©) ISHU HOZEN Targets: 1, Itredues il consumption by 50% 2, reduces process time by 50% 3. Tinoreases the use of JH by 50% (© Steps n JISHU HOZEN: Training employees Initial cleanup of machines ‘Taking counter measures Fixing tentative TH standardsea ‘Mahtenance Engiearing 5. 6 Ea 8 General inspection Autonomous inspection ‘Standardization and Autonomous management. Each ofthe above mentioned steps is discussed in dtl below. 1. Training Employees : ‘The employees shouldbe educated about > TPM and its advantages > JHadvantages and steps in JH > Abnormalities in equipment. 2. Initial leanyp of machines > Supervisor and tecnican should discuss and seta date for implementing step > Arrange all items needed for cleaning > On the arranged dat, employees should clean the equipment completely with the help of maintenance department Dut, tans, cls and grease are to be removed Oil leakage, loose wies,unfastened nuts and bolts and worn out parts ae the things that have tobe taken care while cleaning > After clean up, problems are categorized and suitably tagged, White tags are place where problems canbe solved by operators. Pink tag is placed where the id of maintenance department is needed > Contents of tg shouldbe transfered toa register. > Area which wer inaccessible to be noted down v Finally, the open pars are closed inthe machine and run the machine, 3. Coxnter Meares. > Inaccessible regions had to be reached easily, For example, if thee are many Serew to open a flywheel door, hinge door can be used, Instead of opening a door for inspect the machine eric sheets can be used > To prevent the workout of machine parts, a necessary action must be taken > Machine pats should be mole to prevent accumulation of dit and dus. Mantranc Poles Provenive Maintenance 4. Tentative Standard: > TH schedule has tobe made and followed strictly > Schesiule shouldbe made regarding cleaning, inspection and lubrication and it also should include the details ike when, what and how, 5. General Inspection. > The employees are trained in disciplines such as pneumatics, electrical, Inydralics, lubricant and coolant, ives, bolts, mts and safety > Wis necessary to improve the technical skills of employees and to use inspection manuals correctly > After acquiring this new knowledge, the employees should share this with others > By acquiring this new technical knowledge, the operators are now well aware of machine pars. 6 Autonomous inspection > New methods of cleaning and lubricating are tobe wed > Each employee prepares his own autonomous chart / schedule in consultation ith the supervisor > Parts which have never given any problem or part which dont need any inspection are removed from list permanently based on experience > Including good quality machine parts to avoid defects due to poor JH > Inspection thats made in preventive maintenance is included in JH > The frequeney of cleanup and inspection is reduced based on experience. 7 Standardization > In this step, the suroundings of machinery are organized. Necessary items should be organized soc thatthe searching time is reduced > Work environment shouldbe suitably modified such that here is no difficulty in getting any item > Everybody should fllow the work instructions strictly > Necessary spares for equipment i planned and procured,Maintenance Engiearing [Mehtonanco Polcies - Preventive Mafenance ea) & Autonomous Management > Overall Equipment Efficiency (OEE) and other TPM targets must be achieved by continuous improvement through Kaizen > PDCA (Plan, Do, Check and Ac) cycle must be implemented for Kaizen, 2123.3, Pillar 3: Kaizen "Kai" means change, and "Zen" means good (forthe beter. Basically, Kaizen is for small improvements but itis carried out on a continual basis and involve all people in the ‘organization. Kaizen is opposite to big spectacular innovations. Kaizen requires no of litle investment. The principle behind is that "aver large numberof small improvements is more fective nan organizational environment then a few improvements of large value”. This pillar of TPM is focused on reducing the losses inthe workplace that affect efficiencies. By using a detailed and thorough procedure the lowes can be eliminated ina systematic method sing various Kaizen tools. These sctvities are not limited to production areas and it can be plemented in administrative areas a well Figure 2.9 Blemonts of KAIZEN Figure 2.9 depicts the various elomeats of Kaizen, Fr a successful Ksizen program in ny organization, basically thre things ae required. They are good operating practices, otal volvement and training which are shown in Figure 210. Figure 2.10 Factors contributing 10 a succesful KAIZEN Motorola Company trains its employees to use the folowing six-sep approach for ‘continuous improvement shown ia Figure 2.11 deny the product or service: What work am 1 doing? Identify the customer: For whom the work is far? “dentify the supplier. Whats my requirement and from whom ean we get i? deny the proces: Various steps involved in exceting the task and input and ‘output in each steps. 5. Mistake proof the process: How can the mistake be eliminated or task made simplified (ie. identification of suitable Poks-Yoke device)? 6 Develop measurements, control and improvement goas: How can the performance / ‘output of equipment / system be measured and improved further? ‘The objective of TPM is maximization of equipment effectiveness. TPM sims at ‘maximization of machin utilization and not merely machine avilbilty maximization, As ‘one of the pillas of TPM axtivites, Kaizen pursues efficent equipment, operator and ‘material and energy utilization which ae extremes of prodctivty and sim at achieving substantial effects, Kaizen activities try to thoroughly eliminate 16 major loses.Mateance Plies — Preventive Matonance es Stage -4 Idenseaton of process Figure 2.11 Motorola's sis tops on continuous improvement Sixeen major lses in an organisation: 1. Losses that ined equipment efceney 1, Failure loses i. Breakdown losses 2. Sup adjustment losses 3. Cutting blade loss 4. Startup oss 5, Mino stoppage 6, ‘Speed loss. operating at law speeds ca 8 ing loss Defeat rework loss Scheduled downtime os. 2. Losses that impede human work efficiency: 1 Management loss 2. Operating motion loss 3. Line organization loss 4, Lots toss 5. Measurement and adjustment loss. 3. Loses that impede effective we of production resources 1 Energy loss 2. Die, jig and tool breakage Toss 3. Yield loss 2.12.4. Pllor 4: Planned Maintenance (PM) PM is aimed to have trouble fee machines and equipment producing defect fee products for total customer satisfaction. This maintenance classified into four “miles or groups” hich were defined eae. Preventive maintenance Predictive maintenance Corrective maintenance Proactive maintenance. With planned maintenance, we evolve our efforts from a reactive to a proactive method and use tained maintenance staff to help train the operators to better maintain thee equipment.ea eilnance Engrg (Maintanarce Poles Proventve Maintenance Target: Zero equipment flue ad breakdown. Improving the reliability and maintainability by 80% Reducing the maintenance cost by 20% Ensuring the availabilty of spares al thetime. ‘Ste steps in plamed maintenance: 1. Evaluate equipment and recoding presen status 2. Restore deterioration and improve weakress, 3. Building up information management system. 44. Prepare time based information system, select equipment, pats and members and map out plan. 5. Prepare predictive maintenance system by introducing. equipment diagnostic techniques and 6, Evalute the planned maintenance 2.123. Pillar 5 Quality Maintenance (QM) tis simed towards customer delight by geting them the highest quality through defect ‘ree manufacoring, Focus ison eliminating nou-conformances in a systematic manner. We ‘in understanding of what pars of the equment affect product quality and begin to climinatecurent quality concems and then move to potential quality concems. Transition i from reactive to proetve (Quay control to Quit assurance). (QM activities ae to set equipment conditions that prevent quality defects based onthe basic concept of maintaining perfect equipment to maintain the perfect quality of products. “The conditions are checked and measured in tine series to verify that measured values are ‘within standard values to prevent defects, The transition of measured values is watched 19 prediet the possibilities of defects occurring and take counter measures beforehand, ‘Quality defets are clasitid into customerend defects and ivhouse defects. Customer ‘end defects include customer end line rejection and field complaints. In-house defects include data elated to products and process 21236, Pillar 6: Training It's aimed to have mult-skilled employees whose morales high and who are eager to work and perform all the required function independently and effectively, Education i given to operators fo upgrade their skill, It is nt sufficient vo know only “Know-How” but they should also lear “Know-hy”. By experience, they understand, “Know-How” and what sto ‘be done to overcome a problem. They do without knowing the ot cause of the problem and why they are doing so, Hence, it becomes necessary to trai them on knowing "Know-why” ‘The goa is to establish a factory with fll of experts. Pol 1 Focus on improvement of knowledge kills and techniques. Creating a training environment for self-learning based on fet needs. “Training curculum / tools assessment ete. condutiveto employee revitalization ‘Training to remove employees fatigue and make work ejoyable, Target 1. Achieve and sustain downtime at zero on critical machin 2, Achieve and sustain zero loses due fo lack of knowledge / skis / techniques 3, Aim for 100 % participation in suggestion scheme, ‘Steps in educating and raining actives: 1. Setting policies and priorities and checking present tas of education and taining Establish training sytem for operation and maintenance sill up gradation. “Teainng the employees for upgrading the operation and maintenance sil Preparation of taining calendar Kickoff he system for training Evaluation of activities and study of future approsch 2123.7, Pillar 7: Office TPM Office TPM should be started after activating four other pillars of TPM (1H, KK, QM, PM), Office TPM must be followed to improve productivity, efficiency inthe administrative functions and identify and eliminate loses t includes analyzing processes and procedures towards increased office automation, Office TPM adresses tvelve major losses. They areas fallowsMabtenance Engineering | Mahinance Poles Proverive Maianance 1. Processing loss 2 Cost loss including in ares such as procurement, ccouns, marketing, sles leading to igh inventories Communication loss Idle loss Setup oss Accuracy loss Office equipment breakdown (Communication channel breakdown, telephone and fax lines ‘Time spent on retrieval of information 10, Now-avilbilty of comect onze stock status 11, Customer complaints duet logistios 12 Expenses on emergency dsptchespurchases. Offce TPM and ts benefits 1. Involvement of all people in support functions for focusing on better plant performance etter uilized work area Reduced repatitive work Reduced inventory levels in al parts of he supply chain Reduced administrative costs Reduced inventory carying cost, Reduction in numberof files . Reduction of overhead costs (to include cost of non-production/non capital equipment) 9. Increased productivity of people in suppor functions 10. Reduction in breakdown of fice equipment 11, Reduction of customer complaints due to logisties 12, Reduction in expenses due to emergency dspatches/purchases 1B. Reduced mapower 14, Clean and pleasant work environment. i | | i | i i | | | i PQCDSM in Office TPM: P- Production output is lst due to want of material, manpower productivity, production output lost due to want of tools, Q— It involves in the mistakes in preparation of cheques, bil, invoices, payroll, customer retums!warranty attributable to Balance Of Payments (BOP), rejection rework in BOP'sjob work, Office aea rework C- Buying costnit produced, cost of logistics - inboundoutbound, cost of carrying inventory, cost of communication and demurrage cost. D- Logistics losses (Delay in loding/unloding) > Delay in detivery due to any ofthe support funetions > Delay in payments to suppliers > Delay in information, '-Safety in material handling / stores / logistics, Safety of soft and hard data. M- Number of kaizens in office areas How office TPM supports plant TPM: Initially, office TPM supports the plant in doing autonomous maintenance of the ‘machines after getting taining of JISHU HOZEN), as in SHU HOZEN 1. Initial stages machines are more and manpower is less. So, the help of commercial departments can be taken 2, Office TPM can eliminate the lodeson ine for no material and logistics. 21238, Pillar 8: Safety, Health and Environment ‘This pillar aims at achieving 1. Zero accident 2, Zero health damage 3. Zero fires. Inthis area, the focus ison to create a safe workplace and a surounding area that isnot “damaged by our process or procedures. This pillar wil play an active role in each ofthe oer pillars on a regular basis‘Maintenance Engineering ‘A commie is constituted fr this pillar which comprises representative officers as vel as workers, The committee is headed by Senior vie Presidet (Technica). Uimost importance to Safty is given in the plant. Manager (Safety) is looking ater function related to safety To create awareness among employes various competitions suchas sft slogans, uit Drama, Posters et. elated to safety canbe organized at egulr interval 2424, TPM and TOM ‘Similars: In many of the aspects, TPM is found to have similarity with the well-known Total (Quality Management (TQM) program. The folowing ae the similarities between them. 1. Empowerment of employees to intiate conective action, bench marking and documentation. 2. Top level management committed tothe program, 3, Long range outlook perspective Dissinilarits: Category Tom TPM ‘Objective | To have quality output. Tohave reliable equipment. ‘Means of | Thorough achieving | management ‘Tget systenatized | Thorough ective putsipaton of employees Minimized defective through | Elimination losses and wastes planned preventive maintexance. 2428, TPM Objectives ‘The main objectives of TPM (Figure 212) are to achieve zero defects, zero accidents and zero break downs in all funetional areas ofa organization. Also, the objectives include to create different teams of people to have active participation, aiming at minimization of defets and to inculcate autonomous policy. Figure 2.12 Objectives of TPM 2426. Benefits of TPM Enhanced / improved productivity and overall plant efficiency. Reduction of manufaturing cost. Customer satisfaction by delivering right quantity at right ime with expected quality. Minimization of accidents igh confidence level among employees. ‘A clean, neat and atractive workplace. Favourable change inthe atte of the operators. 243, MAINTENANCE SCHEDULING Scheduling is the center about which all other maintenance activites are conducted tis the process by which jobs are matched with resources and sequenced to be exscued ata certain point in time. Scheduling deals wit the specific tne and phasing of planned obsea Wairerance Engineering Manian Poles = Preventive Maninance 249 together with orders to perform the work, monitoring the work, controling it and reporting on Job progress. The concept of scheduling is applied inthe maintenance system for improving the availabilty of the equipment. Maintenance scheduling is aot maintenance operations activity in which maintenance ‘agrees 19 mate the resourees available ata specific time when the unit can also be made ‘nallable by operations. Resoures include manpower, materials, tools and any special equipment ‘The initial step inthe mainenance scheduling sto know the number of machine tobe ‘maintained, Next, the ype of maintenance system adoped for maintenance is decided. Then, the maintenance schedule is prepared for all critical items that require preventive maintenance For proper scheduling of the maintenance work, a proper wotk onder system should be Ajob priory ranking reflecting the ciiaty ofthe ob > The availabilty of all materials needed for the work order inthe plant > The production master schedule ‘N > Realistic estimates and whats likly to happen > Flexibility the schedule 213.4, Requitements for Effective Scheduling ‘The fllowing are the requirements for effective scheduling > Information on the availability of special equipment and tools necessary for maintenance work > Access othe plant production schedule and knowledge about when the facilites ‘vil be available for service without interrupting production schedule > Well-defined priorities for maintenance work > Information abou jobs already scheduled that are behind the schedule (backlog). 242.2. Typos of Maintenance Scheduling Basically, there are two types of maintenance scheduling as follows. (@) Fixed scheduling (©) Dynamic scheduling Incase of fixed scheduling, the maintenance work progresses as per the pln developed uring scheduling whether the work is completed or not. Here the sytem can work under idea station. But in dynamic scheduling, the plan may vary or modified on the basis of progress ofthe work. It takes care ofall practical constraints under ll circumstances. 249.3, Levels of Maintenance Scheduling “Maintenance schedule cas be prepared at three levels (depend onthe time horizon). () Longcrange (master schedule () Weekly schedule (© Daily schedule (0) Long-range (master) sched Long-range schedule covers a period of 3 months to 1 year. It is based on existing maintenance work orders (blanket work order, backlog and preventive maintenance Schedule), It balances a longterm demand for maintenance work with available resoures For long-range scheduling, spare parts and material could be identified and ordered in‘Maitonance Engineering advance, Tis scheduling is subjected o revision and updation o reet the changes inthe plans and maintenance work (0) Weekly schedule: TWcovers for 1 week and it can be genented from the master schedule. 1 takes ito count curent operations schedules and ecommic considerations. It allows 1096 to 15% of the worfore to be availble for emergency work. Te shed is prepared for he current ‘eek and followed one in order to consider the availabe backlog. The work orders scheduled inthis week are sequenced based in proiy. Various techniques such as eral path method (CPM) and intege programming techniques an be wsed to generat a schedule. (6) Daily schedule: Ie covers for | day and it canbe generated fom weekly schedule. tis prepared just a «ay before rites are used to schedule th bs. 213.4, Stake Holders and Their Role in Scheduling In maintenance scheduling, the stakeholders belong to various departmentssectons of the company. For the scheduling to be effective, it is essential to ensure a sound ‘communication among stakeholders. Each ore of the stakeholders in the communication chain has a ole to play which are to be clearly defined and they should be made aware oft Figure 2.13 shows the people involved in msimenance scheduling, 1 Planner: ‘A planner should ensure that the work s properly plied with respect to customer requirements, stores material directly purchased material and special service mentioned on ‘work order. Also, the work tobe eared out withthe Tne of safety requirements should be escribed 2 Scheduler: Scheduler should ensure the following. (i) Trades are available to conduct the work during the schedule duration (i). Materials andor service availabily “ (i) Communicating the deals of sbore elements to person involved in maintenance and operations Figure 2.13 Various stakeholders of maintenance schedaling 3. Maintenance supervisor: ‘Maintenance supervisor will be responsible for day-o-day activites comprised weekly schedule and it determines the business availability. They attend to speifc such as to who-whatowhere-vhen. 4. Craftsman: (Craftsman exocutes the assigned task and it keeps informing the maintenance team the outcome as well a any practical difficulty in ther part fr any farther analysis &.Storeroom personnel: Storeroom personnel maintain the records of receipt of gocds and notify ifany damages exits, 6 Operations superintendent: (Operations superintendent must be kept informed in afvance about the equipment condition. Since he/she is well aware of production schedile, it should determine the ppropriate time with maintenance to release the equipment. 7. Operator: Operator is the person responsible for securing the equipment and report back 1 ‘maintenance personne if any devition is observed.a Temes [airance Feiss ~Pavenive Wahtoance 2135, Principles of Maintenance Scheduling Giedia anispott Fipie 2.14 shows te msntnncesheding pips laid down by Doe Pome He ‘priate ae hhas cited six points that embrace the following scheduling principles. Plans with lowest ‘of highest skits avaliable 1. Job plans providing number of persons required, lowest required craft skill level, rere sil tevel raft work hours pr skil an job duration infomation are necessary for advanced ety ts scheduling, tetas art Msitenanes 2. Weekly and daily schedules must be adhered to as closely as possible. Proper OO een ens trortes must be placed on new work orders oprevent unde interption ofthese schedules, Meanies } seomanca by 3. A scheduler develops a weekly schedule for each crew based on craft hours available. analysis of schedule (Crew leader handles A forecast shows the highest skill available, job priorities and information from job ee eae plans. A consideration is also made of mutpe jobs onthe same equipment or ous system of proactive and reactive work avslbe. *Coordeaton | ‘estos and darances 4, The weekly school assigns wok for every avaiable work hour. The schedule TEnerpnces allows for emergencies and high roy, reactive obs by schedling a sgifant amount of work on esl interupod asks. A pefrence i given o complete higher Figure 2.4 Maintenance scheduling principles icy work by undertlzng avaiable sil levels over completing lowe peorty es 2.13.6. Process of Scheduling or Steps in Scheduling 5. The crew supervisor develops daily schedule ne dyin advance using current job ‘The scheduling proces consists ofthe following teplactves, rogess, weekly schedule and new high rity in which a reactive jb sa guide. Seen ‘The crew supervisor matches personnel skill and tasks. The erew supervisor handles the curent day's work and problem, It can even reschedule the entire crew for emergencies, > Amange orders by prigrity ie. prottizaton of maintenance works > Compile a ist of completed and carry over jobs > Consider job duration, location, travel distance and possibilty of combining jobs in 6. Wrench time is the primary measure of work fore efficiency of planning and panes scheduling effectiveness. Work that is planned before the assignment reduces ‘unnecessary delays during jobs and work thal is scheduled reduces delays between > Schedule multi-craft jobs to start atthe beginning of every shift obs. Schedule compliance ithe measure of adherence tothe weekly schedule and is > Issue a daily schedule (not for shutdown maintenance) and weekly schedule lecvenes. > Authorize a supevisrto make work assignments (isatching). ‘Any organization should aim to achieve 100% maintenance schedvle compliance, It starts with establishing together an. effective preventive maintenance with a sound css: | 2.427. Dowatime Scheduling and Machine Shutdown Management fanetional communication. lt isto be ensured that everyone i apart of this loop. The more Downtime scheduling refers the proces of deciding when the shutdown tine willbe the organization is close to this goal, the more will be proactive in their approach to one and who wil do it without affecting the scheduled activity. The interval of time for maintenance, tMaitonance Engineering Manian Polises = Provetve Maiionance ‘which the machines and equipment are switched off is known as downtine and itis important to keep machines a est fr an interval regulary to prevent failure and excessive heating, ‘The following are the (in general) objectives ofthe machine shutdown management. > Manage and prioritize al the work inited > Abletoachieve the schedules. > Manage stelplant acess for resources, vehicles, equipment and tools > Manage indirect hie, contractor, sub-contractor and service personel at the sitelpan. ‘Sequence of steps n machine shutdown: 1. Shutdown work idemfcaion: nhs tage, the work which requires shutdown needs to be ident, 2 Shutdown workplring: A planing ofthe shutdown work related tothe machine done. 3. Shutdown work scheduling: Prepaing schedule of works whichis tobe cared out Resource planning: Planning of resource such as staf, machinery and other tools required to carry out the maintenance sk is done. 5. Shutdown maintenance budgeting an cost control: Preparation of cost required for the activity and methods to minimize the needs tobe analyzed in this stage. 6, Maintenance (History) data analsis: Colleton of historical maintenance data helps to fix the strategy anda proper analysis is done with appropriate techniques. 7. Shutdown work execution: Execution f shutdown takes place a this stage 8 Shutdown work dificulty recording: Preparation of report for any maintenance related difficulty is done ' 9, Reporting: In this stage, the overall report of maintenance activity is recorded and reported for future reference. 243.8, Scheduling Techniques ‘The objective of the scheduling echnigue i to consrct time chart showing > The stat and finish for each job > The nterdependencies among jobs > Thecritial jobs that equre special attention and effective monitoring. ‘Various scheduling techniques generally used areas follows. > Gantt chat > PERT > CPM, 2138.1. Gantt Chart Henry Gantt developed ths chat. A Gantt chat is a typeof bar chart that illustrates @ project schedule. This chart shows actual and planned ouput over a period of time. It clearly ‘resents the status about the project completion time along with dle period. Fr example, the chart provided in Figure 2.15 contains the details about the activites involved in making a report using a computer. They are copy-eit manuscript, design sample pages, draw artwork, review first pages, pia final pages and design cover. Activ Month 1 2 3 ‘ Copyedt manuscript Design sanple ges raw artwork EES Review fist pages a] Print final pages = Design cover — Figure 2.15 Gantt chart 213.82. Program Evaluation and Review Techniques (PERT) Program Evaluation and Review Techniques (PERT) is one of the network analysis techniques, Network analysis is being used as a toot for management for planning, monitoring and controlling. This technique helps a project to break into smaller activites. The activites are aranged ina sequence of activities. Finally, the shortest time required is found to complete the entire projet 'APERT chart isa graphic representation ofa projets schedule, showing the sequence of tasks, which tasks can be performed simultaneously. The chart can be constructed witha ‘variety of stibues such as earliest and latest stat dates foreach task, earliest and latest“Mahitenance Engneoring finish dates foreach task, and slack time berween tasks. The chat allows a team to avoid unrealistic timetables and schedule expectations to help identify and shorten tasks tat are bottlencks and o focus attention on most erica tasks, Element of PERT: “The main elements in PERT network are activity, events and path, Activity represented by an arow isan operation required to each the system objectives. ‘Activity ime is epresented by the numbers beside the arrows, Brent represented bya ice, show the sequence in which the events must occur ‘The series of activities and events through the network is called “the pat. Developing PERT Network: In onder to develop a PERT network, ll of individual tasks tobe completed in a given programme must be visualized and identified clearly so that their events and actions can be Tinked together. Each activity must have antecedent and successor event. Of course each vent may have more than one succeeding or preceding activity No activity can start until antevedeat event is complete, No vents considered ‘completed’ unt ll activities leading to it have been completed 2IBA3, Critical Path Method (CPM) (Crtical Path Method (CPM) oF Critical Path Analysis is 2 mathematically based algorithm for scheduling @ set of project activites. CPM is based on the perfect time estimation. tis used for optimizing the resoure allocation and minimizing overall cost fora sven project. CPM ean reduce the time for completion of projet. CPM is applicable to both large and small projects. CPM aims to ede the cost. In CPM, two time estimates are made: Normal sime (N) and Expedited time (E). Expedited time is also known as eras rine [Normal ime is at normal cost equal to tcannot be reduced iespectve of how long. the activity completion time is extended, ‘The shortest possible te for which an activity can be scheduled is ealled crash time and it can only be accomplished at crash cost. At additional expenditure, however, the expedited time canbe shortened. Matenance Poles ~ Preverive Maonanco [25] tis an important tool for effective projet management commonly used with all forms cof projects including constuction, software development, research projects, product evelopment, engineering and plant maintenance. Procedure: > Break down the projet into various activites systematically > Number all events and activites > Calculate the earliest start time, earlier finish time, Intest stat time and latest fash > Determine the total lat time > entity the critical activities and connect them with double line arrow > Calculate the total duration of project. (CPM and PERT closely resemble to each other. There are differences which are given in Table 21. Table 2.1 Comparison between PERT and CPM ‘S.No. | PERT 1. | Ieisativiy oriented cM PERT is event oriented. 2. | CPMisa planning device. | PERT is control device, 3. _ | Ieestmates only one ime. | I estimates thre times. “4 | lisa dctenministcmode. | iis probabilistic model 5. |Ivalsoanalyses the cost. | Ianalyses cost very less 246, REPAIR General, the maintenance scheduling enbraces the following asivits, © Inspection (Repair (i) Overhating ere, the term “repr” doesnot reflect the actual but only the time duration i consumed to perform the corrective setion, Based on the time duration, the repair may be minor one‘Mahtonance Engineorng Mainfonance Polces - Provenve Meitenance such as adjustment of fasteners, adjustment of belt tension, ete. or major one such as reconditioning the bed surfaces, guide ways, leaning of bearings ec ‘To create maintenance scheduling prognim, the various maintenance activities may be lassifed into four categories which areas folows. Inspection () i) Minor Repair (Ri) Gi). Medium or Major (R) and Gv) Overhauling (0). 2a Repair Cycle The ropa fodomance of alone of shoved evi in # sonene betneen successive ovhaling is teed as “Repair Cle’. Fig 216 ilies the sve which arte cared out ring vain of eupent o Ry ol Figure 2.16 Typical repair cle ‘The frst an inspection activity is scheduled followed by minor / major repair activites, ‘Then an inspection takes place followed by a minor repair. Again, a second inspection is {allowed by a major repir. Similarly, it goesand completes one repair eycle. The set ofthese sutivtes berween two consecutive overhauing is defined as a repair cycle. Ths typical repair eyele covers three inspection and two minor and major repair activites. It can be represented Ol Ri-RorleReceRy, From above diagram, itis understood that the repair cycle is mainly time dependent between activites. An index number generally known as “Repsir Complexity Number” is used to denote the complexity of repairing equipment. I the complexity number is more, the activities involved will be more and in tum more safing requires to complete the repair eet. 248, LUBRICATION 248.1, Importance of Lubrication {In industrial equipmentmachineries, the surface of mechanical pats will have physical contact on neighboring parts to establish a relative motion between them, During the ‘operation of equipment, those contacting surfaces are subjected to friction which depends on the area of materil, properties of material etc. which i undesirable, It leads to progressive damage thereby resulting a msteral loss which is defined as wear. Fiction and wear also znerate heat and responsible forthe overall loss in system eiciency. All of them contribute to significant economic costs due to equipment file, cost fir replacement and down time, ‘To reduce the power loss and also wear and tear of moving parts, a foreign substance called Lubricant is ntroduced in between rubbing surfaces. The lubricant Keeps the mating surfaces spat. 218.2. Objectives of Lubrication ‘The primary objective of lubrication is to reduce wear and heat between contacting surfaces in relative motion. By means of lubrication, the coeicient of fiction (which depends on area of contact and amount of load acing could be reduced and in tr heat and ‘wear ofthe surfaces, Lubrication aso aids to (reduce oxidation and rst formation (i) provide insulation in wansformer application ii transmit mechanical power in hydro fui power systems (jv) seal against dust, dirt and water.ea ‘Mabienance Engnearing 2.48:3. Purposes of Lubrication or Functions of Lubrication Seletng the right lbricant, amount of lubricant and corect aplication ofthe lubricant are essential to the succesful performance of any fiction sutfces in machinery because Iubricants serve thre purposes. ()_Itreduces frition between moving parts by separating them. (G)_Ttredces wear and ter ofthe moving pats (i) eavnimizes the power loss de to fetion, (iv) It provides the cooling effect: During circulation, it cates the heat from hot ‘moving parts and delivers ito surounding (9) Iprovides the cushion effet, (W)Teprovides the cleaning ation, (i) provides a satng ation. 1t helps the piston rings to provide an effective seal gaint high pressure gases inthe ylinder fom leaking out (sii) reduces nose. 2484. Lubricants ‘Any material used to reduce friction between wearing surfaces with high coefficient of fiction by establishing low-viscous (shear strength) film are called lubricants. Lubeiants are available in liquid, Solid and gaseous forms. Solid lubricants (sogp, mica, molybdenum Aisulfide et.) are used for industrial applications when ol or grease i not suitable. Graphite is used when the loading al she contact points is heavy. 2.458. Methods of Lubrication ‘Various methods of lubrication normally used fr industria applications areas follows. 8) Hydrostatic hbrcation b) Hydrodynamic oid film ubiation 5) Boundary lubrication 4), Elst hydrodyoamie lubrication (EHD) ©) Extreme pressure (EP) lubrication In genera, the method of lbrcation is chafctrized by fiction and wear characteristics of wearing surface, Based onthe value f ‘Rte method of lubrication is chosen Wainonance Polises — Preventive Maintorarco Mean hid ibm thickness ‘Surface Roughness(CLA) ‘where Rs less than or equal to 1 fr boundary lubrication ‘Risin between Sand less than or equal to 100 for fd film lubrication ‘is benween 1 and S for mixed lobiaton. 1. Hydrostatic lubrication: In hydrostatic lubrication systems, a thin fl of lubrication is created between mating surfaces, for example joumal and bearing, by supplying lubricant under pressure with an extemal source similar to a pump. ‘own pressure (e) Journal ai rest (8) Sournat at fll speed Figure 2.17 Hydrostatic lubrication 2 Hydrodynamic or fluid lm ubriation: Jn eal loaded machineries which ae thst bearings and horizontal journal bearings apa iom viscosity offi higher Mid pressure i so requied to support the fad nti the film is established. If the pressure is generated externally, it is called hydrostatic Inbrication and if generated itesnally i, within the Bearing by dysamic scton and iis refered to a8 hydrodynamic Iubrcation. In hydrodynamic lubicaon, a Mid wedge is formed by the relative surface motion of joumals othe hus mers ove thir Berng sacs In hydrodynamic lubrication, the wearing suse are completly separated by fim of| cil This ype of brian i iar to motored sped in a boat moving on water. When the boat snot moving or begins to move, experiences aresstance duet viscosity of ater, Itcauses a light lift of leading ee of the bot ad it allows a small amount of water tetween the space dv i and supporting wae surface. As the velocity of boat ncress, the wedge shaped water im wil also increase uni a constant velocity i reached When theMabtonance Engineering [anton Pataes — Preventive Haintnance velocity is constant, the amount of water entering the leading edge will equal the amount of | ‘water passing outward from the train edge. For the boat to remain above the supporting surface, there shoul exst an upward pressure which is equal tothe load. The same principle can be aplie to sliding surface. ‘The operation of thrust. bearing is an example of hydrodynamic lubrication, Thrust bearing asembly used in hydropower industries are also called tilt pad Bearings. The pads of these bearings are designed to lift and tlt © provide enough are for liting the land of generator. AS the thrust runner moves ver the thrust shoe, uid adhering to the runner is drawn between runner and shoe forming a vedge of oi As the velocity of thrust runner increases, the pressure of oil wedge andthe ranner is lite as fl, the fluid film lubrication takes place. When te loa is high, the pressure pumps ae wed to provide intial oi film ‘The operation of a joumal or sleve bearing is also an example of hydrodynamic Iubsicaton. When the joural i at rest, its weight will squeeze the ol film so that the journal iret rests on the bearing surface. During operation, th journal ha the tendency oro up the side of bearing. So, the uid adhering to he journal is drawn into contact area and when the speed increases an oil wedge is formed which is shown in Figure 2.18. The pressure of the oil wedge increases until the journal i ied up vertically but iis also pushed to the side by presure of oil wedge. When the journals rotating ata constant velocity, film thickness will exist only atthe left center and nt a the botom ofthe bearing, () Journal atest (©) Journal stato rotate ()Seurnal at ful peed (W-Load e-eccentriciy) Figure 2.18 Hydrofynamic lubrication 3. Boundary lubrication: ‘When fall ud film is not developed between rubbing surfices, the thickness of flim say be reduced so tht the dry contact is formed at high poins or asperities of mating surfaces. Ths condition isa characteristic of toundary lubrication, This situation arises when anyone ofthe fl film thickness forming factors are missing. The common examples of this type we experience during starting and stopping of bearings in equipment, for example, reciprocating equment-compressor ston, turbine wicket gts, gearteeth contact et, 4. Estrome pressure lubricat [Antiswear agents (chemicals) which are normaly used in boundary lubrication will not be effective beyond certain temperature (250°C). In heary loading plications, oil temperature raises beyond the antiswear protection Under thi situation, lubricant containing ‘additives that protect against exteme pressure called EP ubrisamts are used, EP lubrication ‘ean be achieved by chemieal compounds of boron, phosshors, sulphur, chloride or combination of them, These are activated by high temperture resulting from extreme essure. At these temperatures, EP molecules become reactive and release derivatives f phosphorus chloride or sulphur. These derivatives frm a solid protective costing that fils the aspeities ofthe exposed surfces. . Blasto-hydrodynamic (EHD) lubrication: “The lubrication principle is applicable to rolling bodies such as ball or roller bearings ‘known as Elato-hydrodynamic (EHD) Lubrication. The formation ofthe Wbricant film ‘etveen mating bearing surfces is called Elast-hydrodyramic (EHD) mechanism of Iubricaton. The two major considerations in EHD lubrication ae the elastic deformation of the contacting bodies under load and hydrodynamic effects fesing the Iubrican to separate contacting surfaces while the pressure ofthe load is deforming hem. ‘The contact between large end of the roller and incer race rib is called elasto- Ipdrodsnanic contactor a hydrodynamic contac (as elastic deformations are negligible). As the ible leads are mach lower than rollecace loads, the film atthe riboller end contact ig usually twice s thick as onthe rollerace contact, However, scoring and welling may still occur in severe conditions inching high speeds, vsosty, fad or inadequate Iobrcation. In thse conditions a Ibricant wih EP (extreme pressure) additives isto be used to prevent the bearing damage. Eventhough the lubrication principle of rolling object is different from sliding objects, the principle of tydrodynamic lubrication ean be applied up to cea lnits. An oil wedge similar to hydrodynamic lubrication exists at lower leading edge of bearing, Adhesion of oi 1 the sliding element and supporting surface increases the pressre and it creates an oil film ‘between two surfaces Since the area of contact is extemely small in a roller bearing or ball bearing, the fore pe nit are wil be extremely high, Unde this pressure, it woul appear that the il could be squeezed fom between surfaces, However, the visosty ineeases ad it ‘prevents the ol rom being entirely squeezed out[Waitonanée Paces ~ Preventive Marionance [25] ee ‘Maitonance Enghoaring 248:, Automatic Lubrication System ‘An Automatic Lubrication System (ALS) often refered es « centralized lubrication stem i system that delivers controlled amount of lubricant (ether grease rol) a speific ‘times to multiple locations on a machine while the machine is operating. This system is more ‘recse and it eliminates the eycle of over-fubrication and under-ltricaton that contributes to bearing failure ‘Automatic lubrication system generally comprises ofthe following elements (8) Controller o timer: activates the system to distribute lbricaton ean be Finke f0aPOS 33st, () Pump with reservor: tis used to store and deliver the lubricant to the system, (©) Metering valves / injectors: tis 4 component that measuresdispenses the Iubricant to the application pois, (© Supply tines: Iisa pipe line that connects the pump to the metering valves oF injectors. The lubricants pumped though these valves or injectors, (©) Feed lines: Iisa pipeline that connects the metering valves or injectors tothe pplication points, ‘Reason for automate lubrication system: Whether the equipment is stationary such a in a manufacturing facility or mobile such 8s tucks, mining or construction equipment, pplyng lubricant soften mos effective when itis dispensed in small, measured amounts over short and frequent time interval. However, time and human resource constrains or sometimes, the physical cation or typeof machine often makes his approach to lbriation impossible. Asa result production cycles, machine availabilty and manpower availabilty dictate the intervals at which machinery is ubvcaed hich isnot optimal forthe point requiring lbrcation. Automatic lbrcaton systems are installed on machinery to address this problem. Benefits of automate lubrication systems > All ctitical components are lubricated regardless of location o ease of access > Lubrication occurs while the machinery isin operation causing the lubricant tobe cqualy distributed within the bearing and increasing the ma ity > A proper lubrication of critical components ensures the safe operation of the machinery > Less wear on components means extended componen’ lie, few breakdowns, reduced downtime, reduced replacemsat costs and reduced maintenance costs > Measure lubrication amount delivery feilitates no wasted lubricant > There is no climbing around machinery or inaccessible areas (gases, exhaust, confined spaces, ee) and hence, the safety is improved > Towers th energy consumption due to les ction > Tinereases the overall productivity resulting from increase in machine availability and reduction in dowatime due to breakdown or general maintenance. Different opes of automatic lubrication system: “There are several different types of automatic lubrication systems. The mest commonly sed systems are as follows. (2) Single fine parallel () Dos! fine parallel (© Single tne progressive ( Mist ubveation (6) Muli-por dies ubrestors, () Single line paralel system: A single line parallel system can service a single machine, diferent zones on a single ‘machine or even several separate machines and itis ideal when the volume of lubricant varies for each pont. n this typeof system, a central pump station automatically delivers lubricant through a single supply line to multiple branches of injectors. Each injector serves a single lubrication point, it operates independently and it may be individually adjusted to deliver the desired amount of lubricant. ‘The opeation begins when the contolertimer will send a signal tothe pump stating the lube eye, The pump begins pumping lubricant to build up pressure inthe supply line ‘connecting the pump to injctors, Once the required pressure is reached, the lube injectors dispense a predetermined amount of lubricant tothe lubrication points via fed lines (Once the entre system reaches the requied pressure, a pressure sich wil senda signal tothe controler indicating that grease has cycled through to all distribution points. The pump shus off, Pressure is vente out ofthe system and grease inthe in is redirected back othe up reservoir until the normal system pressure level is restoredahionance Engineoring [waintenance Pos = Provenive Mahenance lyin se Ng T | | i i oF Metering vane i t Feediines Bearings Figure 219 Single tne parallel system Advantages: i > Itiseasy to design > tis easy and costeffectve installation > thas individually adjustable injectors > Ithas proven dependable design Disadvantages: > Itmay not be suitable for combinations of heavy lubricants, cold temperatures, long, supply line runs between pump and ijectos, (©) Duel ine parallel system: ‘A dual ine parallel system i similar tothe single line parallel system. It uses hydraulic pressure to cycle adjustable valves to dispense measured shots of lubricant. It has 2m supply lines which are altematively used as pressure / vent ines. The advantage ofa twoine system is that it can handle hundreds of lubrication points from a single pump station over ‘several thousand fet using significantly smaller tubing o pipe ‘The operation begins when the contollectimer sends a signal tothe pump to start the Iubvicaton eye. The pump begins pumping lubricant to build up pressure in the fist (the pressure) supply line while simultaneously venting the second (vent) return Hine. Once the required pressure is reached, a predetermined amount of lubricant is dispensed by the metering devices to half ofthe lubrication points via fed lines. ‘Once the pressure switch monitoring main supply line pressure indicating a preset pressure in the line as been reached, the system is hydraulically closed, The controle shuts off the pump and signals a changeover valve to redirect lubricant tothe second main supply line, The neat time the controller activates the system, the second main line now becomes the ‘pressure line wile the ist Line becomes the vent line. The seccn line is pressurized andthe ‘entre process is repeated lubricating the emning lube point cae Feealnes Pump Beatogs Figure 2.20 Dual line parallel systemMaintenance Engineoring > easily handles very viscous (heavy) greases > Itcan accommodate long supply line rans between pump and metering devices, Disadvantages > Itmay nt be most cos effective for smaller systems > require two supply lines (another ost) (©) Single tine progressive system: A single line progressive system uses lubricant flow to ele individual metering valves ‘and valve assemblies. The valves consist of dispensing pistons moving back and forth in a specific bore. Each piston depends on flow from previous piston to shift and displace Tubrcant. 1 one piston does nt shift, none ofthe following piston will shift Valve output is not adjustable, age Reservoir ‘Supply line a L ete ate | | | brogese i lower i ‘Secondary progressive ral vale eZ O, Oa, Feedines Tiner Bearogs Figure 221 Single line progressive system: Bearings (es Ro as") ‘The operation begins when the controlestimer will end sighal to the pump to start the lube event. The pump then feeds lubricant nt the supply ling which connects tothe primary metering valve for either preprogrammed amount of time or numberof times as monitored through a designated piston eycle switch, Lubricant i fed to the multiple lubrication points one after another via secondary progressive metering valves sized for each series of lubrication points and directly to each point via the feed lines. Advantages: > Ttaccommodates a wide range of system controUmonitoring options > Itcan identify blockage by monitoring a single point Disadvenages: > One blockage can disable the entre system > Large systems may require complex piping/tbing rns. (@ Mist tubrication: Another simple system, mst lubrication facilitates low oil consumption and cool running ‘beerings. Mist is generated with heat andlor aircurents and i is erred through pipe tothe lubrication point with low-pressure at. Then it is sized tothe appropiate doplet before iis Aispensed to the bearing. Closed loop systems are environmentally fiendly beease they return the mist to the generator. Advanages: > Theools and lubricates bearings > Low pressure keeps pipe material cost down, > Positive pressure hols Keep contaminants out of bearings. Disadvantages: > EnvironmentaVhealth concerns of stray mist,” i especially with open lop systems > Ithandles oitonly > Itishighly sensitive to flow, viscosity and pressure variables > thas extra pipe cos for closed Joop systems. (&) Mutpor rect ubricators: ‘When the controller inthe pump or externa controler etvates the drive motor, ase of| cams will turn and activate individual injectors or pump elements to dispense a fixed amountea ‘antonance Engireorng Malionance Poles — Preventive Mahfenence eS ‘of lubricant to each individual lubrication point, Systems are easy to design, direct pump to ube point without added accessories and easy to troubleshoot. 2.6, TWO MARK QUESTIONS AND ANSWERS 1. How the maintenance is categorized? [Anna Unis, Apr'09) Basically, there are two types of maintenance tasks. They areas follows. ') Break down maintenance Planned maintenance. Planned maintenance may further be cassfid into (6) Preventive maintenance (0) Corrective maintenance (©) Predictive maimenance (6 Condition based maintenance (©) Reliability centered maintenance. 2. What ie meant by Planned maintenance approach? [Anna Univ. Ape 4] ‘The planned maintenance it a proactive approach to maintenance in which the taintenance work is scheduled to take place on a regular basis. I is an organized type of maintenance which takes care of other aspects such as contol and record required for this type of work. This type of maintenance is planned, documented and done before the ‘equipment fils, The process of planning the msntenance makes the tasks more efficient and it eliminates the effect of maintenance on the operations of the facility 3 Classify various planned maintenance approach. (Preventive maintenance (Gi) Conective maintenance (ii) Predictive maintenance (jv) Condition based maintenane. 4. Define the term preventive maintenance. It is a maintenance program which is cemmited tothe elimination or prevention of comestive and break down maintenance, A comprehensive preventive maintenance program involves the periodical evaluation of eical equipment, machinery to detect problem and schedule maintenance task to avoid degradation in operating conditions It is designed for day-to-day maintenance such as cleaning, inspection, hbricatng, retghtening te. to retain the healthy condition of equipment S. Wha are the goals of Preventive maintenance? ‘The principal objectives of preventive maintenance include 8) To minimize the numberof breakdowns on citicatequipment 1) To reduce the lass of production that occurs when the equipment failures takes place. ©) To increase the productive life of ll capital equipment 4) To acquire meaningfl data relative to the history ofall capital equipment so that sound decisions are to repair, overhaul or replacement which can be made to maximize the retum on capital investment [Anna Unis. Ape'12] ©) To permit better planning and scheduling of equred maintenance work {) To promote beter safety and health of the wok fre. 6 Listdown the elements of preventive maintenance, (2) Inspection (0) Servicing (© Calibration (@) Testing © Alignment (Adjustment (@) Installation 7. What are the steps involved in preventive maintenance? (@) Step 1: Analyzing the maintenance system (@) Step 2: Reviewing the systems (©) Step 3: Pioriing the maintenance (@ Step 4: Training the maintenance stafs (© Step 5: Implementing the maintenance planMahtonance Engineoring [Maintenance Policies - Preventive Maintenance a ‘Memon any four importance of preventive maintenance, 8) In genera, the cost incured towands breakdown maintenance is usually higher than the cost incured on preventive maintenance. 1) keeps equipment in good condition to prevent large problems. prolongs the effective lie ofthe equipment 4) ltdetects the problem at erie stages. ~ 9 What are the disadvantage of preventive maintenance? 8) Catastrophic failures sil likely to occu, 1) Performance of maintenance based on schedule is nt required. ©) Labour intensive, 4) Ttinetudes performance of unneeded maintenance ©) Risk of damage when conducting unneeded maintenance. 1) Saving not readily visible without base Hine 10, Define the term corrective maintenance. Corrective maintenance can be defined as the maintenance caried out to restore the unserviceable equipment that ha stopped working to acceptable standards. 1, List ou the objectives of corrective maintenance. © Toctiminate reakdowns. Anna Unis. Nov'09} (i) Tociminate deviations from optimum operating conditions, (iy Toeti inate wanecessary repairs. 12, What are the prerequises of corecive maintenance? (Existence of trained full time maintenance planners for accurate identification of root cause ofall incipient problems, (id) Properly trained craftsmen with necessary skill to complete the repair of cach emerging problem, (Gi) Standard maintenance procedure for recurring reais and maintenance tsk. (iv) Allowing sufficient time to maintenance amis tight production schedules and management constraints, (©) A thorough verification process o ensure the completion of repair. 13, Draw the flow diagram for the steps of corrective maintenance. Recognition existence of fare oe Tocsizing the faire win he gem oa ‘space tanveqipment | — 1 S Diagnosing witin he Rendequpmet to dently specie ade parleomoonent Replacing orepaig feed Hemparteonpanent ‘Chockng out and retiring th systrn to andes Figure 2.22 Steps in corrective maintenance 1M, Mention the various advantages and disadvantages of corrective maintenance. Advantages of corrective maintenance: > Itlowersthe short-term cost > requires les staf since less work is being done Disavantages of corrective maintenance: > Itinereases long-term costs due to unplanned equipment downtime > Itispossble secondary equipment or process damage > tis proneto neglect of assets, 1S, What is meant by predictive maintenance? [Anna Univ. Nov'09] Predictive maintenance is a management technique that uses regular evaluation of the actual operating conditions of plant equipment, production systems and plant ‘management function to optimize total plant operationee ‘Maintenance Engineering Maintenance Polkies ~ Provertive Mainfenance a 16, What isthe difference Between predictive maintenance and corrective mintnance? 18, Whatis meant by Reiblliy Centered Maintenance (RCM)? [Anna Uni. Nov]. nna Unis. Nov 09] Reliability Centered mainenance (RCM) i oe of the wellestblshed systematic S.No. Predictive maintenance Corrective maintenance ‘and a step-by-step instructional tool for selecting applicable and appropriate maintenance 1 | initially, equipment is assesed to | Maintenance is cared out to restore ‘predict when the equipment failure | the unserviceable equipment that has might occur and then maintenance | stopped working to acceptable performed to prevent occurence cf | standards. ‘the failure. 2, | Predictive maintenance is done | Corective maintenance is done after before the problem occurs the problem occurs. 3, | Highly skilled manpower —& | Les skilled manpower is sufiient. require, “| Ieveduces the breakdown losses. | Itincreases the breakdown loses. 5, | einereases the equipment life. | Itredues the equipment ite 6. | Itveduces the maintenance cost. | Itinereases the maintenance cost, 7. [it increases the cost on condition | There is no cost involved on ‘monitoring equipment. condition monitoring equipment. 8. | There is no possibilty of secondary | Thee is possibility of secondary equipment or process damage equipment or process damage. 7, Whats meant by breakdown maintenance approach? Ie is a type of maintenance approach in which equipment is allowed to function” ‘operate til no flue oocurs ie, no maintenance work is carried out in advance to prevent the failure. 18, List out some condition based monitoring techniques and briefly discuss on them. (Vibration monitoring (i) Thermography (i) Tribology (jv) Elestrieal motor analysis. ‘operation types. It helps how to analyze all failure modes ina system and define how to prevent of find those failures early 20, What is Total Productive Maintenance (TPM) and discus i's similarities with TOM? “Total Productive Maintenance (TPM) is a maintenance rogram which involves & newly defined concept of mantining plants and equipment. The goal of TPM program is to signifieantly increase the production, atthe same time increasing employee morale and jb satisfction. 21. What does Safety, Health and Environment pilar of TPM aims at? This pillar aims at achieving Zero accident, Zero health damage and Zero ies. 22, What are the limitations of break down maintenance? 1 Most epairs are poorly planned due to time constraint caused by production and plant management. twill cost thre to four times than the same repair when itis well planned 2, This approach focus only on repair or the symptoms of failure and not onthe root eause of failure. It resuls only in increase in te frequency of repair and correspondingly the maintenance costs. 23, What are the prerequisites of corrective maintenance? () is the existence of trained fall ime mantenance planners for accurate identification of root cause ofall inepient problems. (Gi) tis properly trained craftsmen with necessary skill to complete the repair of cach incipient problem. (i Standerd maintenance procedure is for recurring repairs and maintenance task (iv) Allowing suffiient time is to maintesance amidst tight production schedules and management constant. 9) A thorough verification process isto ensure the completion of repairea Maintenance Enginoorng [Mattenance Poles ~ Preveive Naenance aa 24 Mention the reasons for preventive maintenance te adopted in the present ines. (i) toackeve zero accidents and mo break downs inal factional areas of a Hina Uni, Apes] crenization © It maictains the equipment in god condition to prevent them from bigger (Gi) fcr deren team of people to have aie partsipation lens pal (iv) to aim at minimization of defects and Gi Teprotongs the effective lie of the equipment (0) twinculateatonomous poly i) It detects the problem at earlier stages. 7 29, What are the benefits of TPM? [Anna Unie Ape0) (jv) It minimizeveliminates the reworkscrap and it helps in reducing the process variability. (¥) Mesigniicanty educes unplanned downtime, 25. Define TPM. (Anna Univ. Ape'08 & May'I5] ‘TPM may be defined as a concept of maintining plants and equipment aiming at significantly inreasng the production rat and atthe same time increasing emplayee morale and job satisfaction, 26. Name the 5S principle used for Implementation of TPM. (EIR Sort out (i) SEITON ~ Organise Gi) SEISO ~ Shine the workplace (jv) SEIKETSU- Standardization (9). SHITSUKE ~Sett.iseptine 27, List the various pillars of TPM. (58 princile (i) Fish Hozen (jh (autonomous maintenance) (il) Kaizen (Gv) Planned Maintenance (PM) (©) Quality Maintenance (QM) (ei) Training (vid) Office TPM. (vi) Safety, heath and environment 28, What ae the objectives of TPM? The main objectives of TPM are @toachieve zero defects 1. Enhanced/improved prodotvity and oveal plant efficiency. 2. Reduction of manufacturing cost 4. Minimization of accidents. 5. High confidence level among employees. 5. Name the various stakeolders of maintenance scheiling (i) Operators, i) Planners: (Gi) Sobers (i) Msintenancesoperiors ©) Crfisman (vi) Store incharge (vid) Operation speritendent 531 Define maintenance scedaing. Maintenance scedting is a jit maintenance operations sctvity ia which Iminenance agrees to make the resources avilable at a specifi time when thei can also be made availabe by operations. 22 Whatis meant by downtin scheduling? {Anna tin, Apr 12} Dowie scedaling means to decide when the shutdown time wil be done and ‘ho wild it without atetng he scheduled activity 58 Define repair pete Anna Uni, Apr'08& Apr’) Itisa kindof maintenance schedule genes involves inspection, epai(ninor and ‘naj andoverhatling which re repeatedly card oti saeea Tairance Ergnooreg | | [Wtnance Pies = Prverive Wahoo ea A What are principle of Labi? ane Us Ait} | & Wate de soe ia peeve meimnmet Why peeve matemes ‘The primary objective of lubrication is to reduce wear and heat between contacting better than reactive maintenance? [Anna Univ. prl4, Apr’ IS & Nov'5] satin ae mai Dy me feat, cnet fico (ohh etre? 3a pee 2 Spent neocon si npn ete) xl be ee nat est . ety ein ne Mai re ‘and wear of the surfaces. Lubrication also aids to ee eee aes ae ae ts aed Te caper 23¢npp 2 (re oxtion nd rsomaice sina tm ty Waist Epi a tt (@) provide sulin in tanner epcon © MST amit Marmot see) nether 12 inp (Gil) transmit mechanical power in hydeo fluid power systems ™ ae 9. Disasters sages noel ininplenettn of PM. (Ash ov (Gv) seal against dus, drt and water 35. Why do you need lubrication? [Anna Unio. Apri] Lubricants are used to reduce the fiction between moving parts due to rubbing of contact surfaces because the friction lids to increase wear and tear of the moving pars, increasing the contamination, forming rast and corrosion, increasing the power loss due 'o feton, producing hea fom the hot moving parts, prodacing shocks and noise, and damaging the seal aguinst high pressure gases 2.47, SOLVED QUESTIONS AND ANSWERS 1. What do you understand by maintenance categories? Explain common types and explain the bass oftheir selestion? [nna Uni. Apr'T0, ApH & Noy'1S) Refer chapter 22 in page 2.2 2. Wit th help of flow diagram explain eek down siteoance. [Anna Un. Apr 08) Refer chapter 2.3 in page 23. 5, Explain the planned maintenance, Refer chapter 2 in page 2. 4 Discus in deta the preventive mantnses. {nna Univ. Apr 08) Refer chapter 2.5 in pope 2.9. 5. What is Preventive maintenance? Deseibe the purpose and importance of Preventive maintenance. [dona Uni. Apr'12) Refer chapter 2.5 & 2.8.1 in age 2.9. Refer chapter 2122 in page 228, 10, How does 5 principle contribute to sucessful implementaten of TPM? Refer chapter 2.12.3. in page 2.27, 1. Write bre notes on JSHU HOZEN (Autonomous Maintenance) and its benef Refer chapter 2.12.32 in page 2.29. 12, Wet short notes on KAIZEN. Refer chapter 212.3 in page 232, 13, Compare TQM and TPM. Refer chapter 2.124 in page 2.40, (nna Univ, Now 09) 14, Describe the importance of TPM and documentation {dna Unis Apr 15] Refer chapter 2.125 in page 2.40. 15, With an example explain maintenance schedule. (Anna Unie Apr'08 Apr'10& ApS) Refer chapter 2.13 in page 2.41, 16. Discuss in brief the role of various stakeholders cf maintenance. scheduling communication chan, Refer chapter 2134 in page 2.4, 17, List out the sequencing of activities catied out in machine stutdown. [dima Univ. Apr'12) Refer chapter 213.7 in page 2.47.18, Explain the epar eye (ama Univ. Now'09, Apr'108 Apr] Refer chapter 2.14. in page 282 19 Explain the importance of lubricating of moving pars of industrial machineries [arma Univ, Nov'09] - Refer chapter 2.15.1 in page 2.53, 20, Explain the principles and methods of lubrication in detail (rma Univ. Apr 08, Apr, Apr 4 & Apr 15) Refer chapter 2.153 in page 2.54, 21, Explain the different types of Automatic Lubrication system with a neat sketch. {anna Univ. Apr'12} [Refer chapter 2.18.6 in page 2.58, END of Unit 2