The Impact of Maintenance on the Production

Process

DECLARATION
I declare hereby that "The impact of maintenance on the production process" the
content of the thesis my new inquiries and no published source have copied anything
(except the references). I also declare that this work was not subject to any other
certificates or degree. If at any stage the knowledge is shown to be inaccurate, the
university may respond. In case of any default, the student must be punished in line
with the Institution rules.

DEDICATION TO
Allah Almighty and my most sacred parents. Whose actions and prayers are the
great source of support and admiration for me in a challenging mission? I was
inspired to construct a greater definition of life through their love. I want to
dedicate my activity in this thesis to the name of the supervisor, to help and to
produce a positive outcome.
ACKNOWLEDGEMENT
Thanks you, Allah, for providing me with the chance to finish my final year paper,
entitled "The Impact of Maintenance on the Production Process." This final year
research event was organized for of Department name and university name,
specifically for students in their final semester for the M.Phil. Of Degree name. This
paper is focused on the university's methodology. First and foremost, I would really
like to convey my sincere appreciation to, supervisor name, a lecturer at department
name and also my supervisor, who led me through a range of tasks throughout the
four semesters of the 2019–2021 academic years. I would also like to appreciate the
lecturers and staffs of department name for their assistance in completing the final
year thesis/project, which included offering invaluable advice, suggestions, and
direction. Sincere appreciation and reverence to my colleagues, friends, special
friend, and others for their guidance, encouragement, supportive advice, and
unwavering support throughout the creation of the study. Thank you also to all of my
coworkers and everyone else who has assisted me. By helping my dissertation and
assisting me with my final year thesis development before it is finished. Last but not

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least, I'd like to express my gratitude to The University name, my chairman, and my
Dean, name, for their dedication and support throughout my Final Year thesis.

In this thesis, I have made efforts it’s never a one-man endeavor to accomplish a
mission. It is always the product of a number of people's valuable commitment in a
direct or direct way which helps to form and achieve an aim. However, without the
kind love and aid of many people it would not have been possible. I want to express
to all of them my heartfelt thanks. I am very much grateful for their advice and
consistent monitoring and for their knowledge and assistance in the project
completion. I want to thank my parents and boss for the cooperation and motivation
that makes me accomplish this project. More knowledge will be the fear of Allah,
the better it will be.

Abstract
Maintenance has grown over time and has played an important part in the
development of organizations. Maintenance history is divided into three decades, with
maintenance evolving from a "necessary evil" to a "benefit contributor." Many books
have been written about optimizing maintenance and growing sustainability, but there
has been nothing written about the factors that affect maintenance's future. In the
future, maintenance should be regarded as a "competitive aspect." Many production
patterns have emerged, and each pattern has made a significant contribution to the
advancement of production. The successful execution of the patterns is regarded as a
significant obstacle. Few literature has been written about the current developments
and problems of manufacturing.
The study examines the historical evolution of maintenance over decades and
discusses the primary drivers that will play an important role during the fourth
generation, as well as the new developments and threats that manufacturing will pose.
This research made use of a literature analysis, interviews, and surveys.
The conversation and observational research for this study were answered by
academic researchers and industry specialists from both the maintenance and
manufacturing departments. The core reasons for the proposal of fourth generation
maintenance, as well as current developments and production issues, are discussed.
The study questions and analytical findings are outlined in a format that will enable
readers to understand the historic history of maintenance, the key factors to remember

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for the fourth generation of maintenance, and the current patterns and challenges that
manufacturing will face in the future. Furthermore, the study addresses the influence
of information technologies on the future of maintenance as well as the impact of
sustainability on the future of manufacturing.

Table of Contents
Chapter-1......................................................................................................................8
1. Introduction............................................................................................................8
1.1 Background......................................................................................................9
1.2 Objective........................................................................................................10
1.3 Research Questions.......................................................................................10
1.4 Project Delimitations.....................................................................................10
1.5 Project Outline...............................................................................................11

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Chapter-2....................................................................................................................13
2. Research Methodology.........................................................................................13
2.1 Research Method:..........................................................................................13
2.1.1 Qualitative Research:.............................................................................13
2.1.2 Quantitative Research:...........................................................................14
2.1.3 Choice of Methodology:........................................................................17
Data Collection:........................................................................................................17
2.2 Research Design:...........................................................................................18
2.2.1 Literature Review:..................................................................................18
2.2.2 Interview Questions:..............................................................................19
2.2.3 Survey Questions:..................................................................................20
2.2.4 Selection of Participants:........................................................................20
2.3 Validity and Reliability:................................................................................21
Chapter-3....................................................................................................................23
3. Theoretical Framework........................................................................................23
3.1 Maintenance:.................................................................................................23
3.1.1 Types of Maintenance:...........................................................................24
3.1.2 Corrective Maintenance:........................................................................25
3.1.3 Preventive Maintenance:........................................................................25
3.1.4 Condition Based Maintenance:..............................................................26
3.1.5 Vibration Analysis:................................................................................26
3.1.6 Thermal Analysis:..................................................................................26
3.1.7 Lubricant Analysis:................................................................................26
3.1.8 Predetermined Maintenance:..................................................................26
3.2 Maintenance management fields:..................................................................26
3.3 The Category Strategy:..................................................................................27
3.4 Three Generations of Maintenance...............................................................27
3.4.1 Origins:...................................................................................................28
3.4.2 The mechanization of the world made maintenance field booming......29
3.4.3 First Generation:.....................................................................................29
3.4.4 Simple Machines:...................................................................................30
3.4.5 Fix it When Breaks:...............................................................................30
3.4.6 Second Generation:................................................................................31
3.4.7 Mechanization (Complex):.....................................................................31
3.4.8 Technical Matter:...................................................................................31
3.4.9 Maintenance - A Task of the Maintenance Department:.......................31

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 3.4.10 Availability of Equipment:.....................................................................32
3.4.11 Life Span of Equipment:........................................................................32
3.5 Maintenance Costs:.......................................................................................32
3.5.1 Bath-tub Curve:......................................................................................33
3.6 Nowlan and Heap Experiment.......................................................................33
3.6.1 Conditional Probability of Failure.........................................................34
3.6.2 Third Generation:...................................................................................34
3.6.3 Automation (More Complex):................................................................34
3.6.4 Profit Contributor:..................................................................................35
3.6.5 Expectations and techniques of maintenance over three generations:...35
3.7 Maintenance Management Models................................................................36
3.7.1 Terotechnology Model:..........................................................................36
3.7.2 Basic Terotechnology Model:................................................................37
3.7.3 Advanced Terotechnology Model:.........................................................37
3.7.4 EUT Model:...........................................................................................37
3.8 Total Quality Maintenance:...........................................................................38
3.8.1 Kelly’s Philosophy:................................................................................39
3.8.2 Total Productive Maintenance...............................................................40
3.8.3 Reliability centered maintenance - RCM:..............................................41
3.8.4 Maintenance Optimization Models:.......................................................42
3.8.5 Analytic Hierarchy Process (AHP):.......................................................43
3.8.6 Analytic Method:...................................................................................43
3.8.7 Bayesian Approach (BA):......................................................................43
3.9 Fuzzy Linguistic using Multiple Criteria Decision Making:.........................43
3.9.1 Galbraith Information Processing Model (GIPM):................................43
3.9.2 Genetic Algorithm (GA):.......................................................................43
Mixed Integer Non-Linear Programming/Operation Research Model
(MILP/ORM.........................................................................................................44
3.9.3 Optimal Inspection Frequency (OIF):....................................................44
3.9.4 Operational and Strategic Decision Support System (OASDSS):.........44
3.10 Petri Nets (PN):.............................................................................................44
3.11 Riccati Equation (RE):..................................................................................44
3.12 Simulation Model (SIMU):...........................................................................44
3.12.1 Maintenance Organization Model (MOM):...........................................44
3.12.2 Maintenance Contribution Model..........................................................45
3.12.3 Key Factors during the Three Generations of Maintenance..................46

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 3.12.4 Training and Skills.................................................................................46
3.13 Operational Research.....................................................................................46
3.13.1 Safety and Reliability Engineering........................................................47
3.13.2 Environmental Protection.......................................................................47
3.13.3 Costs and Benefits..................................................................................48
3.14 Performance Measurements..........................................................................48
3.15 Production:....................................................................................................48
3.15.1 Lean Production:....................................................................................48
3.15.2 The eight Types of Wastes.....................................................................49
3.15.3 Just in Time Production.........................................................................50
3.15.4 Green Production...................................................................................51
3.15.5 Agile Production....................................................................................52
3.15.6 Sustainable Production...........................................................................52
3.16 Emerging Trends and Challenges..................................................................53
3.16.1 Information Technology.........................................................................53
3.16.2 Modeling and Simulation.......................................................................53
3.16.3 Innovation in Supply-Chain Management.............................................54
3.16.4 Rapid Changeability in Manufacturing..................................................54
3.17 Summary of Theoretical Findings.................................................................54
Chapter-4....................................................................................................................56
4. Emprical Results..................................................................................................56
4.1 Interview Results:..........................................................................................56
4.1.1 Key Factors for Fourth Generation of Maintenance:.............................56
4.1.2 Academic Researchers...........................................................................57
4.1.3 Proactive Behavior.................................................................................57
4.1.4 IT............................................................................................................57
4.1.5 LCC........................................................................................................57
4.1.6 Design for Maintenance.........................................................................58
4.1.7 Selection of Best Approach....................................................................58
4.1.8 Maintenance and Organization Impact of Core Factors........................59
4.1.9 Future Industrial Demand Patterns and Issues.......................................59
4.2 Survey Results:..............................................................................................59
4.2.1 Maintenance Strategies..........................................................................60
4.2.2 Considerations taken into Consideration for Future Repair Generation 60
4.2.3 Maintenance Methods Execution of IT..................................................61
4.2.4 Effective Repair Degree in your Company............................................61

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5. Analysis................................................................................................................62
5.1 Production Future Developments and Challenges:.......................................64
Chapter-5................................................................................................................66
Conclusion and future work.....................................................................................66
6. Conclusion............................................................................................................66
7. Future work..........................................................................................................68
7.1 Model for next generation maintenance taking key factors into account......69
7.2 Integrated production maintenance approach................................................69
7.3 Maintenance as a “competitive factor”..........................................................69
7.4 Effective sustainable production...................................................................69
References....................................................................................................................69

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 Chapter-1

1. Introduction
Due to the rapidly changing realms of technology, international standing, sustainable
development, and security, industries face many obstacles, including confidence in
organization and maintenance. The company decides on the concern of the company
with regard to overall effectiveness. Industrial repair in various industries has
certainly been widely known in recent years. Consequently, over the years, many
new innovations have been introduced to promote the application of maintenance
management in the industry (Swanson, 2003). In industrial manufacturing processes
machinery and people with increasing automation and mechanization are becoming
more vulnerable. In addition, it is more apparent and necessary than ever to track
efficiency, quantity and cost reduction in equipment maintenance (Jay et al., 2006).
The maintenance costs have gradually risen over the decades.
As a result, several different techniques have been built over the years to facilitate
the introduction of maintenance management in the industry (Swanson, 2003).
Production processes in the industry are becoming more vulnerable to machinery and
people with rising automation and mechanization.
In addition, it is more apparent and necessary than ever to track efficiency, quantity
and cost reduction in equipment maintenance (Jay et al., 2006). The maintenance
costs have gradually risen over the decades.
The maintenance function of the plant usually consists of maintaining some sort of
machinery or part in place to avoid breakdown, to ensure protection and to protect
the atmosphere.
In general, maintenance changes are aimed at minimizing running costs and
enhancing goods quality; hence, cost performance in each upgrade may be measured
before and after improvement by comparing the related cost parameters. Below, we
demonstrate how changes in the maintenance quality will raise production quality
and thus profitability in the manufacturing sector.

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This chapter describes why this thesis was conducted, giving the reader a better view
of the background. The chapter discusses aims, research problems, boundaries and
the thesis’s overview.
1.1 Background
Maintenance has evolved in lockstep with the evolution of many other market
sectors. Maintenance is considered in all industries, but it is given a higher
importance in the manufacturing field. Maintenance, like some other control
techniques, is designed to accommodate the specific type of job that knows how to
handle. (2000, Sherwin) Mow bray distinguished repair development from other
types of production. As first, second and third generation generations. A wider
outlook and awareness of how sustainability has changed the manufacturing field is
the need to consider the growth of maintenance. The maintenance aspirations of each
generation and the strategies involved during the generation provide a quick glimpse
into the production of maintenance. (Moubray 1997)
At present, there is an overwhelming need for optimization of models and for
improved and rentable maintenance. Maintenance it was regarded as a "necessary
evil" by the first generation and as a “mechanical issue by the second generation.
When maintenance was seen as a "profit contributor" in the evolved third generation.
(Waeyenbergh & Pintelon, 2002)
The emphasis should therefore be on the future and that means we are not in the
present situation. What could the fourth generation of maintenance form for
organizations which are convenient for third generation maintenance operations, as
defined by (Dunn 2004)? This leads to maintenance in the fourth century. It often
defines being constructive and preventive rather than reactive. The primary
considerations for the future of operation are the historical maintenance experience
and existing needs.
Manufacturing is essential to the industry. The creative manufacturing strategy has
evolved, which affects the viability and development of the business. The advances
in lean, JIT and green processing have had a direct influence on the patterns and
challenges they generate. Production's emerging developments and threats are the
cornerstone to future growth. (Finnin, Shipp, Gupta, & Lal, 2012)
1.2 Objective
Identifying the criteria for the plan for a potential maintenance generation and for
future developments and problems in development is the key aim of this study.

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 • A look back at how Maintenance has evolved over time.
• Proposal of primary considerations for another maintenance generation
• Future production patterns and threats
The two-part thesis examines the historical development and challenges encountered
by three decades of maintenance so next plans, as well as key potential concerns. The
study's second section examines existing market trends and problems in the slender,
green, and JIT regions, while the core trends and challenges are discussed in the third
section that production will face in future.
1.3 Research Questions
The following research questions have been designed to fulfill the purpose of the
analysis,
1. How have maintenance (three generations) and the impact on their
generations grown over time?
This issue is about the historic maintenance growth, three decades of
changes and its effect on its development.
2. What are the considered considerations and criteria for 4th generation
maintenance proposal and model and how do they affect the company?
Maintenance and its inventions from the last three decades contribute to
the considerations and conditions for the potential maintenance
production proposal. This often identifies the effects of key factors on
the future maintenance generation and the business.
3. What are the production patterns and threats in the future?
The latest trends (lean, green and JIT), their influence, trends and future
issues that must be addressed.
1.4 Project Delimitations
The factors and perceptions of maintenance mostly during four decades, as described
in the thesis goal, and production trends/challenges like lean, Green and JIT are fully
studied in the literature and journal documentation on the growth of maintenance that
was distinguished by the three generations. Literature and papers, which sadly have
not been found on key factors used for the fourth (future) maintenance generation
and developments and obstacles for industrial development in the future; thus, the
author concentrated more on the analytical results of academic and industrial experts.
The future of maintenance and manufacturing developments is a wide variety, but the
study focuses on a couple of key factors and the effects of the 4th generation and

10
future patterns and production challenges. Empirical research interviewed and
questioned academic scientists and technical experts from the engineering and
maintenance departments with footprints all around the globe.
The outcome of this study virtually outlines the key forces during the fourth
maintenance generation and the patterns that influence the future of development.
1.5 Project Outline
Nine chapters are part of this research thesis. The introduction is provided in Chapter
1, where the context of the project explains the statement of the issue of the thesis.
This chapter also discusses the intent, study problems, project delimitations and
thesis outline. The research methodology is explained in Chapter 2 as well as the
different kinds of research methodologies and the methodology selected for this
project. How interviewed and surveyed respondents were conducted is identified. In
Chapter 3, theoretical context, this field describes maintenance growth over the three
generations, significant factors and production patterns and challenges that played a
key role over these three generations. The emphasis, however, is on the fourth
generation of maintenance and on future development patterns and challenges. There
are also mentioned different models built over the three centuries. Chapter 4 –
Analytical findings – outlines the core considerations to be seen as the fourth
generation of development, the effect of the interview and the survey results gathered
by business and academic respondents in terms of future and future developments
and production challenges. The findings of literature and scientific studies,
interpretation and discussions of chapter 5 are analyzed in this chapter. Chapter 6
offers a description of the findings found in this project in addressing questions from
study. The recommendation on some future study issues is discussed in chapter 7.
The guide used in this project is provided in Chapter 8. The list of the questionnaires
and interview.

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 Objective:
Review on historical maintenance history and
review of important factors for the potential
maintenance generation proposal

Future demand patterns and problems

RQ1 RQ2 RQ 3
How have three What are the core What are the patterns in
generations and the reasons for the fourth- demand and the
effects on each generation maintenance potential challenges?
generation evolved proposal and model and
how do they influence
maintenance?
the company?

Figure 1: Sketch of study - analysis and objective questions.

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 Chapter-2

2. Research Methodology
This chapter explains the various forms of methods of study and the key explanations
that this thesis is studied and how the interviews, surveys, tests and innovations
supplement the outcomes of research.
2.1 Research Method:
A challenge in research has its own solution strategy. There are two types of
qualitative and quantitative analysis under the scientific research approach. The
selection of a research strategy depends often on the intent of research and use of the
results.

Research
Methodology

Qualitative Quantitative
Research Research

Figure 2: Types of research methods

According to Fisher, in choosing the analysis technique, 'every type of study may be
used for generating quantitative or qualitative content, and secondly, since
quantitative material can be used as part of a realistic initiative, and numbers are
definitely used to illuminate interpretive studies. In fact, in any methodology you
should use any of the testing approaches." (Fisher 2004)
2.1.1 Qualitative Research:
Qualitative analysis is defined as "the approach usually linked to the social
constructionist paradigm that underlines the social nature of Reality." The data
collection, interpretation and use of the analysis methods were part of this research.
The qualitative analysis is focused on gathered evidence to establish a hypothesis or
model. This method has also been described as an approach down. (Georges 2009)

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Human nature, philosophy and values are the subject of the testing process. The
qualitative analysis overview model explained by Bryman and Bell is demonstrated
in the figure (3).
2.1.2 Quantitative Research:
The study is represented in quantitative terms to define patterns and trends affecting
primarily large populations. Quantitative analysis includes gathering statistics based
on percentages, maps / figures that include vast populations. Cramer and Bryman
present the outline diagram for the quantitative analysis processes in the Figure (3).

14
 Figure 3: Outline of quantitative research (Cramer and Bryman,
2005)
The difference between qualitative and quantitative method offers a clear
understanding of the right approach to this study. According to Mack et al (2005),
the discrepancies between the two frameworks based on the general context are
explained in the following table, describing the theoretical goals, query type and data
format and research design versatility.

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 Table 1: Difference of qualitative approach and quantitative approach Source: Mack et al,
2005

Quantitative Qualitative

Try to test the theory Seek to explore phenomenon

phenomena
The tools are used to make the
Instruments use stricter types in which answers to query more
General framework answers to questions are created and versatile, iterative and
categorized classified.

Using highly organized techniques Using semi-structured

such as polls, surveys and structured approaches such as profound
observation interviews and focus groups
and observation of
participants

To measure the transition To explain transition To

Analytical objectives
Question format
Prediction of casual intercourse Describe relationships
Describe the functionality of a and explain them
population To describe each experience
Description of group
standards
Close-ended Open-ended

Numerical (obtained by assigning Textual (obtained from

Data format numerical values to responses) audiotapes, videotapes and
field notes)

Study design is stable from beginning Some aspects of the study are
to end flexible (e.g. adding,
excluding or writing
Flexibility in study Participant responses do not influence particulars).
design or determine how and which Questions for the interview)

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 questions researchers ask next Answers to participating
questions affect how and what
The design of the studies is Researchers are asking the
conditional upon statistic assumptions following

The design of study is

iterative, i.e. the collection
and research are adjusted to
what is learned.

2.1.3 Choice of Methodology:

During a detailed comparison in between different approaches to science, the
technique employed in this study is a qualitative instead of a quantitative tool for
research, since a qualitative method is more helpful in discussing factors like why
and how research rather than measuring correctly utilizing quantitative methods.
Since the purpose of the study was to determine how maintenance has evolved
across centuries, what influences would influence the fourth generation maintenance
proposal, and also what production patterns and obstacles exist, the qualitative
approach was ideal. These queries may be addressed using a qualitative approach
that supports in the simple presentation of study findings.

Data Collection:
Quantitative and qualitative methods are the different sorts of data collection
techniques for study and test findings, as Kumar explains (2005). The category of
data collection techniques is seen following.

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 Methods of Data collection

Primary sources Secondary

Sources

Observation Interview Questionnaire Documents

Participant Structured Mailed - Earlier research

- Govt research
Questionnaire - Census
- Personal
- records
Service records

Non-Participant Unstructured Collective

Questionnaire

Figure 4: Method of data collection (Kumar, 2005)

To collect the required data and outcome, both sources of data were used in this
study. The second method is explained by the literature review, while the first
method is explained by the questionnaire and survey queries. According to Saunders,
Lewis, and Thornhill, "qualitative data are more likely to have such a richness of
knowledge than quantitative data" (2007). ”

2.2 Research Design:

With a review, conversation, and literature sample, the study takes a qualitative
approach. This chapter goes into the research design in depth as well as the
research's relevance.

2.2.1 Literature Review:

Literature review is the method that the thesis is chosen in writing. The main reason
behind the choice of method is to get a more detailed understanding of the focused
topic and to show the results that help us finally conclude our ideas. Hart (1998)
states that literature review is a collection, either published or unpublished, of
available documents on topics that are important. The literary review comprises data,

18
information, ideas and evidence from a specific point of view. The view should have
a certain objective and give the idea of how the issue is examined.

Maintenance is an important role of the overall manufacturing environment for most

businesses. Automation advances and consequent device complexity also improved
the efficiency of the machines. This is particularly true in the process industry, with
costly and environmentally friendly machinery. The need for a strong maintenance
preparation and control structure is apparent today with decreasing profit margins. In
companies with production as their core sector, maintenance is always, however, a
secondary operation. This results in poor management commitment to repairs. This
was supported by a pilot study carried out in six chemical companies (Ashayeri et al.
(1994) where servicing took place ad hoc. The fact that repair expenses cannot be
managed is another source of the lack of management interest. Management also
finds repairs to be a negative thing and not a way to reduce costs.
The integration of theory and the results of the findings are presented in particular in
this section. The first is to follow the maintenance background and models. The
findings are summarized at the end of the literature review. The three generations of
maintenance and development prospects and problems are the focus of this study's
hypotheses. Via its criteria, the paper also reflects on the evolution of repair,
maintenance models and patterns, and manufacturing problems.
Prior to the interview and the survey questions, a detailed review of prior studies in
the area of repair and manufacturing was conducted with the related literature. This
study was carried out to better understand the concept and, during the interview and
surveys, to make the discussions interesting and interactive.
2.2.2 Interview Questions:
The interview was administered by academic and industrial researchers in order to
distinguish responses from academia as well as business. The interview was
structured to produce the objective and accurate outcome.
A high level of standardization characterizes high quality interviews and the
responses are never the same. The researcher was able to opt to interview more than
one participant to avoid the possibility of subjectivity and therefore to determine the
exactness by evaluating the responses. The researchers should also seek clarity and
guide the interviews in the right way, helping them to understand some particular
scenario critical for interpretation and conclusion of the data obtained (Yin, 2003).

19
2.2.3 Survey Questions:
As Isaac and Michael explain, the study's usage is to 'respond to the problems posed
or encountered, solve issues raised or found, identify needs and set targets, decide
whether particular goals were met, create baselines for potential comparisons,
evaluate patterns over time and describe in general what is current. (John Paulo,
1997, p. 136) The topic of the survey was framed by the literature review and was
based on potential objective and accurate findings. The evidence for the study and
conclusion of the thesis are results from interviews, experiments and findings. This
figure illustrates the research methodology of the study (6).

Interviews Surveys Literature

Analysis

Conclusion

Figure 5: Research design of thesis

2.2.4 Selection of Participants:

The measurement of study quality can be performed using multiple approaches and
validity and reliability is the most common tool for assessment. The appraisal will be
decided by the research's validity.

Types of respondents Department of respondents Nature of interview and

survey

Maintenance

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Academic researchers Production Face to face and e-mail

Maintenance
Industrial experts Telephone and email

Production

Table 2: Selection of participants

2.3 Validity and Reliability:

The measurement of study quality can be performed using multiple approaches and
validity and reliability is the most common tool for assessment. The validity of the
analysis is the test of this study. The validity of research is differed from the systemic
validity, internal validity and reliability defined by three styles (Yin 1994). The
standard of analysis is dependent on a clear evaluation of the purpose, as explained
by reliability (Bryman & Bell, 2003).
"In quantitative analysis the use of reliability and validity is popular and is now
considered in the model for qualitative research" (Golafshami, 2003). Reliability and
validation are important for this qualitative research analysis. As defined by Bashir,
Afzal and Azeem (2008), researchers must determine whether a research project
requires reliability and validity.
Create validity is a matter of whether the right organizational steps are applied to the
developed phenomena. The interviews and samples of academic and industrial
researchers were performed. Each chapter in this study was explored together to
deter misunderstanding and misinterpretation with academic researchers and
business representatives.
Interior validity has been carried out to define the conditions for maintenance in the
fourth generation and the potential developments and threats facing development.
The causes are evaluated by calculating the success rate of the industry procedure.
The validation approach is a matching pattern methodology that is confirmed by
literature review and earlier study.
External validity is about deciding the field to which the observations can be applied,
that is: the results are valid rather than for the particular case study. But any research
issue of more than one academic researcher and industry experts was intended to

21
guarantee its external validity. Knowing the effect on the organization and the
prospect of maintenance of the core elements found.
The study carried out with university researchers and business experts makes the
thesis more credible. The study is recorded in a protocol that begins from presenting
the theme and methods used the gathering of data and interviews and surveys, and
assessment. The findings of the interview and survey shown help the reader on the
core factors of the fourth maintenance generation and the potential developments and
challenges of industrial production. Maintenance has progressed in perfect
agreement like many other industry segments. Maintenance is important in all
sectors, but it is especially essential especially. Maintenance, like any other
management methods, is developed to match a certain category of work that learns
how to do it.
Manufacturing is critical to the industry's success. The innovative production
approach has changed, affecting the company's profitability and growth. Lean, JIT,
and green manufacturing advancements have had a significant impact on the trends
and problems they create. The new technologies and challenges in productivity are
the model for future development. As defined in the research target, the factors and
expectations of maintenance primarily over 4 decades, as well as recent
developments such as lean, Green, and JIT, are thoroughly analyzed in the literature
and journal documentation on the growth of maintenance that was characterized by
the three generations. Literature and articles on major elements used for the fourth
(present) maintenance generation, as well as advances and challenges to industrial
growth in the future, were unfortunately not found; hence, the decision statement
more on the theoretical findings of scientific and corporate specialists.
The prospect of manufacturing and processing innovations is diverse, but the
analysis focuses on a few core drivers and the impact of the fourth generation, as
well as future trends and demand challenges. Empirical study challenged and
consulted research scientists and technical professionals from infrastructure and
maintenance agencies with global backgrounds.
This latest results practically describe the primary factors and during forth
maintenance generation, as well as the trends that affect development plans future.
The cost of repairs is a major factor that senior management recognizes. According
to Sherwin's maintenance, many accountants consider it a necessary evil in terms of
pricing. At the outset of the third generation of maintenance, cost control of life

22
cycle and other maintenance costs was deemed an optimizing factor for the
organization's benefit. It is possible to describe significant factors for the fourth
maintenance generation. The core elements are the requirements for the third step of
maintenance in the fourth generation's maintenance priorities. This makes it easier to
research the key factors that will form the fourth maintenance generation. The
importance of better IT as a factor in potential maintenance is explained in (Sherwin
2000). The focus is now on the interview and survey data, so that the main causes
are highlighted. The second part of the analytical review focuses on future trends and
industrial growth issues. Sustainable growth, lean manufacturing, green
manufacturing, and agile innovation are all discussed directly. There are also barriers
to successful adoption that are illustrated. IT, modeling and simulation, SCM
imagination, and production variability are clearly identified as the production's
potential innovations and challenges. According to the interview reports, one of the
factors for fourth-generation maintenance is the combination of IT and maintenance.
The automatic database management system aids in the scheduling of maintenance
tasks and the reporting of maintenance and control information as defined. This
contributes to an increase in machinery supply and productivity. Beyond routine
maintenance management, performance monitoring, and maintenance based on
monitoring data, IT production, and good maintenance. Security, standards, and life
cycle cost performance are considered as the most critical factors during the fourth
generation of maintenance. One of the most critical aspects for the next generation of
maintenance is security. This maintenance expectation is specifically concerned with
man-machine safety. Future maintenance would be more effective as fatal injuries
are reduced and a safer atmosphere is provided.

23
 Chapter-3

3. Theoretical Framework
3.1 Maintenance:
Maintenance is defined by British standard 3811, as quoted in (Luxhøj, riis and
thorsteinsson, 1997), as "combined with all technological and related administrative
acts to maintain or restore an object to its necessary role in state."
Inputs from production are translated into a specified production output, which helps
the production process. The secondary method of industrial repair is to lead to
meeting development goals. In order to play the ideal manufacturing function,
maintenance must be able to maintain or repair the systems. (Bulgaria, 2010)

Primary Primary
Production input Production
Production
Output
Potential
Production Maintenance
Capacity Demand

Maintenance

Figure 6: Production-maintenance partnership (Gits, 2010)

A formal view of maintenance in the field of industry, as set out in Fig (7) in Visser
(1998) (Al-Turki, 2011). The mainstreaming is at the core of the view adopted and
thus consists of priorities and strategies that conform to the organizations’ intent and
targets. For maintenance plans, production planning, maintenance decisions and the
whole organization are also to be considered.

24
 Labor

Enterprise System
Material
Output

Spares Production System

Availability
Tools
Maintenance
Information
System Maintainability

Safety
Money

External
Services Profit

Figure 7: Enterprise input-output model for maintenance (Al-Turki, 2011)

As defined from a systemic maintenance perspective, four strategic maintenance
dimensions are identified (Tsang, 2002). Dimensions begin with options for service
delivery that are connected to the input: jobs, material, spares and external resources.
That explains the option between inside and outsourcing capabilities. Dimensions
second and third refer to the creation and selection of repair methodologies. Outputs,
which include manufacturing output, protection, repair, and profitability for the
whole business, would play a significant role. The last and final factor concerns the
structure of help explained as the maintenance-enhancing architecture (Tsang, 2002).
3.1.1 Types of Maintenance:
Maintenance methods are split into two classes, for example corrective maintenance
and preventive maintenance, according to ISO/SS 13306 requirements (Fig: 9). . .
The corrective solution is therefore quickly separated and postponed. Preventive
maintenance includes two subgroups, for example maintenance dependent on
condition and pre-determined maintenance. This says that preventive maintenance
can be time or circumstance. Preventive maintenance is constructive while reactive
maintenance is necessary. Time plays a significant part for all these methods (Smith,
2002).

25
 Maintenance

Corrective Preventive
Maintenance Maintenance

Condition based Pre-Determined

Maintenance Maintenance

Immediate Deferred Continuous, Scheduled:

Scheduled or on Time or usage
Request Based

Figure 8: Overview of repairs by ISO/SS 13306

3.1.2 Corrective Maintenance:

Maintenance after fault detection is described as "Maintenance that is performed and
aims to place an object in a position in which a necessary role is performed."
Download: MST-EN 1330, 2001. The servicing is performed until it is destroyed.
Unplanned costs for maintenance of the facilities are high. The maintenance of this
sort cannot predict whether an object fails. (Starr, 1999) In places where fault
forecasts were challenging, the better use would be for corrective repair. Corrective
repair steps are taken as necessary when the equipment is required immediately or
later.
3.1.3 Preventive Maintenance:
Preventive maintenance is described as "Maintenance carried out at fixed or
scheduled intervals and intended to minimize the risk of an item's failure or
deterioration of its performance." DIN AUXIMENTO, 2001, p.14. Designed actions
on the basis of time, output, machine that operates and often recognizes failures for
the prolonged life time. This method helps the condition-based replacement or repair
(Garg & Deshmukh, 2006). As seen in Figure (9), preventive maintenance can be
split further into predetermined and condition-based maintenance.

26
3.1.4 Condition Based Maintenance:
In its paper on strategic aspects of maintenance management Tsang states that
preventive maintenance is feasible on a planned basis. Checking on a routine basis
the state of equipment provides for preventive maintenance in case a breakdown will
possibly occur (Tsang, 2002). The status of the equipment is tracked using sensors in
equipment (Wireman 1990). The three most commonly used repair methods based on
circumstances, able to predict many of the faults explained by AG Starr, are: (Starr,
2000).
3.1.5 Vibration Analysis:
The vibration analysis concept is used to calculate and then evaluate the vibration in
the system. This helps to look more closely at equipment condition and to take the
steps appropriate (Starr, 2000). Vibration analysis calculates wear, posture and
alignment tracking (Tsang, 2002).
3.1.6 Thermal Analysis:
The thermal inspection concept is used to classify the defects that have occurred and
may occur. This study tests the temperature changes in a system that accesses the
machine's output (Starr, 2000).
3.1.7 Lubricant Analysis:
The lubricant analysis principle is based on the lubricant analysis. Starr describes two
key fields of operation in his paper "Structured approach to maintenance based
collection." Firstly, the state of the lubricant is tested and secondly the volume of
debris present in the lubricant (Starr, 2000).
3.1.8 Predetermined Maintenance:
Maintenance operations are performed at continuous "set time intervals," or within
the same time intervals as defined in (EN 13 306 2001), but do not indicate previous
equipment status monitoring. The failure rate should advance in time to successful
pre-determined maintenance (Coetzee 2004).
3.2 Maintenance management fields:
Thorsteinsson and Hage defined as a Technological, Human and Economic Segment
12 large maintenance tasks or fields grouped into three categories. Maintenance
services, maintenance approaches and procedures are the technological component.
Personnel are involved in the human aspect of cooperation between maintenance and

27
other agencies. Structure and budgetary maintenance controls are the economic
components (Jens O. Riis, Luxhøj & Thorsteinsson 1997)
The following are the full 12 major maintenance areas (Jens O. Riis et al., 1997)
found by Thorsteinsson and Hagen,
3.3 The Category Strategy:
 Goods for maintenance: services for maintenance are represented as products.
 Maintenance standard products: quality care quality requirements. The
decision on maintenance requirements is then established.
 Working processes for maintenance: process description, time specifications
and the interaction between operations.
 Maintenance resources: maintenance equipment, acquisitions of maintenance
facilities, new equipment details, equipment power, use, etc.
 Materials of maintenance: inventory preparation, packaging, etc.
 Maintenance management activities: maintenance preparation and arranging.
The Human category:
 Maintenance internal relations: partnership among other departments,
particularly development.
 Maintenance external relationship:
 Maintenance organization: Personal collection and accountability.
The Economic category:
 Maintenance framework: maintenance job breakdown, structure of region and
specification of records.
 Economy of maintenance: cash balance and maintenance forecasts
 Economy of production: repair cost benefits
3.4 Three Generations of Maintenance
The management processes are designed to conform to the same form of work to be
carried out, and there is no exception to upkeep. Maintenance has been established in
the last few years, and does not satisfy the existing requirements (Sherwin, 2000).
The historical maintenance perspective is reviewed for the understanding of progress
and its significance.

28
 Three Generations of
Maintenance

First generation
Till 1940’s

Second Generation
1940’s - 1980’s

Third Generation
From 1980’s

Figure 9: Maintenance generations.

3.4.1 Origins:
For several years maintenance and other sectors have developed. Since the
technological revolution, the maintenance idea was highly considered. With the
assistance of the literature research, not many papers on inventions and maintenance
were published.
According to Sherwin, the maintenance of carpenters, smith’s coopers, wheelwrights,
masons, etc., usually started in England by 1750 before the Industrial Revolution.
The replacement of the replacement part with other new pieces was not managed and
repaired. The craft man will swap the restored part with an additional strong part,
offering a long life. As in the past, the construction and repairs were closely
integrated with the methodology of stress measurement.The replaceable part will
then change the configuration of the next equivalent computer to a solid part. As
Thomas Jefferson 1785 has described (Sherwin, 2000), the pieces of the equipment
are made to adjust correctly when they are diagnosed and repaired.
The arrival of the blacksmiths was the first major factor in upkeep. During the
industrial revolution, the usual maintenance growth began its big development.

29
3.4.2The mechanization of the world made maintenance field
booming.
Until the present day, three separate generations of maintenance are listed in the
Book of Reliability Based Maintenance (Moubray, 1997). The numerous varieties
that appeared in the field structured the three separate generations. The variants are
listed below,
• Repair perceptions
• Machine problem perspectives
• Maintenance strategies

Figure 11: Maintenance in a time perspective

3.4.3 First Generation:

This portion of the servicing is from the industrial revolution to the Second World
War. Manufacturing was not really mechanized during the days, so downtimes were
not considerable. This was the time to avoid failure of the machinery, although its
architecture was basic and not complicated, was not an essential priority. Instead of
basic washing, operation and regular gravure, they were durable and quick for repair,
and often ignored maintenance requirements. The easier, relative to the current
situation, the need for expertise was made less simple (Sherwin, 2000).

30
As defined in Waeyenbergh ET Pintelon 2002, the first maintenance generation is as
follows,
3.4.4 Simple Machines:
The machines were slow to operate during the first generation and were easy to
build. The basic equipment was easy to repair and servicing was not required. The
failed sections were replaced by a solid part and the system launched. Machine
mechanization in design and service was simple. (Waeyenbergh & Pintelon, 2002)
(Dunn, 2003) (Sherwin, 2000) (Moubray, 1997).

3.4.5 Fix it When Breaks:

Maintaining the missing or broken pieces or machinery was carried out in the first
century until it was broken up. This idea of working the machinery until it fails
(Sherwin 2000) was clarified because the machine is operating until the mechanism
is damaged, then the component is fixed or replaced and then it is worked again.
(Dunn, 2003) (The Holy See, 2000) (Waeyenbergh & Pintelon, 2002) (Moubray,
1997) and several addressed repairing equipment when interruptions arise during the
first repair generation.
Necessary Evil:
Maintenance during the first century was deemed to be "necessary evil." The
maintenance was regarded one of the manufacturing duties. The reconstruction or
substitution of the components after the break prevents the whole job. In order to
operate on the computer or system (Dunn, 2003) (Sherwin, 2000) (Waeyenbergh &
Pintelon, 2002), maintenance was deemed cost-effective, but necessary as repair or
replacement must be performed (Moubray, 1997).
The views about the equipment's failure have been identified as each computer or
object wears out during the first maintenance generation (Dunn, 2003).

31
 Life Wear-out
Zone
Conditional
Probability
of failure

Age
Figure 12: Views of equipment loss during F first maintenance generation (Moubray, 1997)
The development of the musket part concept started slowly but upwards, and
increased adjustments combined with larger complex and maintenance able
machinery and plants, led to reduce skills in maintenance and more difficulty in
solving problems. Other changes criteria were because quality improvements were
needed and production automation started. The later improvement resulted in a
simpler, simpler, and cheaper shift in parts and assembly lines. This production of
new parts was relatively inexpensive rather than reparation and the requisite
expertise for repair solutions.
3.4.6 Second Generation:
This part of the maintenance is before the 1980s, following the Second World War
(Moubray, 1997). In the days when modern construction innovations were adopted,
facilities and procedures were gradually extended and expedited. This culminated in
the idea of the expected substitution shutdown. Equipment was maintained at set
intervals throughout this time. These planned stops have led to increased demands
and defined technical skills in maintenance (Sherwin, 2000).
The second maintenance generation defined by (Pintelon, 2002) is the following,
3.4.7 Mechanization (Complex):
When equipment became more mechanized and automated, the construction of the
computers became more jumbled. The complex machines progressed, and the next
version began to be serviced. The machines were fast, but they were also
untrustworthy. Since they were tired at a faster pace, these devices necessitated a high
degree of maintenance. Population grows and the desire for fewer downtime pushed
maintenance to increase and build itself.

32
3.4.8 Technical Matter:
In the second generation the maintenance was objectively regarded and defined as a
technological subject or specialization. Mechanical equipment of complex nature
required high level of expertise and experience in maintenance. This needs
professional staff and technological know-how for maintenance (Moubray, 1997).
3.4.9 Maintenance - A Task of the Maintenance Department:
Maintenance was removed from production in the second century. The architecture,
mechanization and technological know-how of the machinery have had strong effects
on maintenance. In comparison to the first generation, the heavy need for repairs in
the plant isolated it from the output challenge. A department was formed to oversee
all maintenance operations.
In this generation, John (Moubray, 1997) defined the factors expected from the
maintenance of this generation as below,
3.4.10 Availability of Equipment:

Equipment availability was treated as significant with high maintenance

requirements. The high availability of machinery during the second generation was a
big maintenance expectation as the downtime was the criterion for development
(Moubray, 1997).
3.4.11 Life Span of Equipment:

The downtime was of the greatest concentration and avoided equipment failures.
Mainly maintenance intended to extend the life cycle of the equipment (Sherwin,
2000).
3.5 Maintenance Costs:
In contrast with other expenses, operating costs rose. This increased expenses
contributed to the preparation and management of repairs. The maintenance should
be done at less expense (Moubray, 1997).
John (Moubray, 1997) proposed the second repair generation:
 Scheduled overhauls
 Defined equipment life
 Systems for planning and controlling work (PERT, Gantt etc.)
 Time or cycle based strategy

33
Sandy Dunn identified the maintenance expectations for improved equipment
availability and life during this time. The key focus of this maintenance generation
was on reducing maintenance costs. The views on equipment loss are based on the
curve of "Bath-Bath." (al, Dunn, 2006) 2003).
3.5.1 Bath-tub Curve:

Number
of
Failures

Break in Equipment
or Start up Normal Life worn out

Time

Figure 13: Typical bath-tub curve (Mobley 2002)

In his "Critical Discussions of the Bath-tub Curve" article, Tan Cheng illustrates the
standard bath-tub curve by monitoring the rate of incompetence to reach the end of
its useful life. The outcome plotted shapes the curve of the toilet. Three zonal cycles
are split into the bath-tub or failing rate curve. The first cycle is breaking in or
starting, the second phase is regular living, and equipment is wearing out in the last
field. The three areas in the bathrobe curve (Mobley 2002) are clarified since the
system begins with a significant number of errors because of installations issues. The
risk of a malfunction reduces after several weeks of operation and the system
performs a healthy daily life. After a daily routine the machine's final stage would be
a chance of increasing failure.
3.6 Nowlan and Heap Experiment
In the sixties and seventies, Nolan and Heap conducted failure rate tests. The
Department of Defense published "Reliability Based Maintain cement" in 1978 after
years of research.
In his book on Organizational Control, a failure as a time factor is considered (Slack
2001). A number of hundred electronic, structural and electrical components have
been tracked for many years. The probability of failure occurs as the system ages. As

34
mentioned in the figure, six styles of failed models were described (14). Each failure
pattern is one of the 6 Nowlan patterns and heaps, as stated in (c,Moubray, 1999).
The form of bath curve is defined perfectly as the failure rate in most operations and
covers the human body (m, Oakland 1995) .

3.6.1 Conditional Probability of Failure

A D
4% 7%

B E
2% 14%

Age
C F
5% 68%

Figure 14: And now and now Patterns of loss as discussed in (Moubray,
1997)

3.6.2 Third Generation:

The repair of this portion takes place after the 1980s. Safety levels and damage to the
environment were deemed more effective during this time. J. Mowbray clarified the
maintenance requirements for third generation: greater performance and reliability of
equipment, improved product quality, long lifespan of equipment and high cost
performance.
The third maintenance generation of major parameters defined in the following
(Waeyenbergh & Pintelon 2002),

35
3.6.3 Automation (More Complex):
The beginning of automation or dynamic processes has opened the way for the next
(third) generation of maintenance. The systems were more concentrated in
architecture in this generation. In comparison to previous decades, repair has been
considered a significant department and was granted increased priority. The
invention of automation (complex design) gave the ideas that would lead to
productivity and benefit to further maintenance models. Over the years, servicing has
grown rapidly.
3.6.4 Profit Contributor:
Maintenance over the past decades has been considered a "benefit contributor" rather
than a "necessary evil" and a "functional problem." In order for production and
benefit participation to boost, the need for maintenance has always been enhanced.
The enhanced maintenance models continue to increase efficiency, protection and
maintenance and thus make it one of the primary areas for increasing profitability.
John (Moubray, 1997) discusses what was expected during maintenance in the third
generation of maintenance by (Dunn, 2003),
 Accessibility and maintainability of equipment:
 Enhanced security:
 No harm to the environment:
 Improved Product Quality:
 Equipment that takes forever:
 Improved cost:
In this generation, environmental damage and higher cost significance were the key
variables considered apart from previous generations. Environmental degradation
rose and was deemed to be preserved in order to enhance the protection and life
cycles.
The repair methods explained in the following paragraph (Moubray, 1997),
 Safety performance in construction
 Design for reliability and dependability
 Small and fast computers
 Failure mode and effect analysis (FMEA, FMECA)

36
3.6.5Expectations and techniques of maintenance over three
generations:
The infrastructure and maintenance technology standards for all three generations are
explained by the following (Moubray, 1997),

Second generation:
Higher plant availability
Longer equipment life
First Generation: Lower costs
Fix it when it breaks
Third generation:
Higher plant availability and
Reliability
Greater safety
Better product quality
No damage to environment
Longer equipment life
Greater cost effectiveness

Figure 15: Maintenance expectations, Source: (Moubray, 1997)

Third generation:
Condition monitoring
Design for reliability and
Maintainability
Hazard studies
Second generation: Small, fast computers
Scheduled overhauls Failure modes and effect
Systems for planning and Analysis
First Generation: Controlling work Expert systems
Fix it when it breaks Big, slow computers Multitasking and teamwork

Figure 16: Techniques for maintenance over three maintenance decades,

(Moubray, 1997) Source:
3.7 Maintenance Management Models
This section discusses the full maintenance management models which have been
built in various generations and compares each maintenance model. David (Sherwin,
2000) clarified various maintenance models in his article "Examining global
maintenance models" as follows,
3.7.1 Terotechnology Model:
In (Salonen, 2011), "the synthesis of the management, finance, engineering and other
practices used to incorporate physical assets to achieve cost of economic lifecycle
costs is explained in (Kelly et al. 1982) the concept of terotechnology. Its practice is

37
to define and design for construction, commissioning, repair, alteration and
reconstruction of plants, machines, facilities, buildings and structures, and to provide
input on design, efficiency and costs." Pintelon & Waeyenbergh, 2002).
3.7.2 Basic Terotechnology Model:
The basic terotechnology model was derived in the latter part of second gen
management in the 1970s from the British Technology Department (Waeyenbergh &
Pintelon, 2002). The model in terotechnology shows the importance of linking
maintenance costs to the knowledge given by designers, as described in (Kelly et al.,
1982) (Salonen, 2011). The designers who assist with transition and optimization
receive all input material. Terotechnology engineers, headed by Parkes, sought not to
optimize, but to revise the plans and to achieve better performance. Centered on the
life cycle prices, the simple terotechnology model (Sherwin, 2000).
3.7.3 Advanced Terotechnology Model:
The advanced paradigm of terotechnology focused on viability for the life cycle. As a
donor to the benefit, this model does not lead to expenditure. The model requires
detailed estimates and preparation to contribute the returns. The implications of
maintenance on quality and distribution have a cost-effective impact on the market,
benefit, costs and renewal of improved equipment. (Colombia, 2000).

Technical Procurement
Specification

Design Experienc Equipment

Equipment eFeedback Installation
Training
Operators
&
Replace Operate and Commission Maintainer
Maintain s

Figure 17: Terotechnology model (Sherwin, 2000)

3.7.4 EUT Model:

Prof. W.M.J. Geraerds and his colleagues introduced the University Of Technology
Concept Of Eindhoven. In terotechnology models, the EUT model updates the

38
remaining area. The model was planned to be expanded when maintenance staff
forgot about the maintenance interior (al, Sherwin, 2001). The model shows the
maintenance sub-functions and connections. The model indicates that a company
must have a repair department that uses contractors and OEM's (b, Geraerds, 1993).
3.8 Total Quality Maintenance:
Total quality maintenance, a concept introduced by Dr. Basim Al-Najjar for his PhD
dissertation. The meaning of Total Quality Maintenance is defined by (Al-Najjar,
2008) in his paper as “to maintain and improve continuously the technical and
economic effectiveness of the production process and its elements, i.e. it is not just a
tool to serve or repair failed machines rather than a means to maintain the quality of
all the elements involved in the production process”. The aspect of total quality
maintenance is to integrate maintenance with production.
The four working modules/phases of total quality maintenance explained by (Al-
Najjar, 2008) are,
Identification Description Selection Cost effective &
Continuous
Phase Phase Phase Improvement

The first module, the defining process, concentrates on data collection used to
evaluate and diagnose failures and main elements. For the definition module, the
findings obtained from the recognition module are used. This step works on the
procedure overview before the equipment fails. The following module, the selection
module, focuses on corrective maintenance and device condition development. Many
repair systems, procedures and ideologies, while preserving absolute efficiency,
enables the collection of cost-effective and best-in-class techniques. Al-TQMain
Najjar's football is seen in fig (18) as quoted in (el,Sherwin 2001).

39
 Figure 18: Source: TQMain Soccer (Sherwin 2000).

3.8.1 Kelly’s Philosophy:

Dr. A. Kelly, a multiannual maintenance analyst and consultant. He defines
maintenance as "reliability management," and illustrates with figures that indicate an
input that transforms into performance. Passing repair processes occur during
transition.
BCM - BCM - (Waeyenbergh & Pintelon, 2002)
As outlined in the 10-point strategy for implementing a maintenance structure
(Sherwin, 2000),
 Definition – maintenance device feature.
 Forecasting strategy objectives – use of plants
 Maintenance workload
 Structure Resources
 Planning and monitoring – job
 System for Decision
 Progress to achieve goals
 Fact-finding
As defined in his article, the essential maintenance policies of Kelly are as follows.

40
 Failure occurs
Operated till

“Fixed time” -

Maintenance
Preventive

Conditions while
Stopped for

Conditions while
Inspection
Evaluate

in operation

Economic based
Evaluate

Design
Figure 19: Kelly-described maintenance policy in (Sherwin, 2000).

3.8.2 Total Productive Maintenance

T PM was developed as a system for maintaining performance, limiting failures and
maintenance for daily activities in Japan by 1971 containing its philosophies. As a
big factor in work than a mandatory malaise, TPM carried maintenance. Any
methods for measurement and solution of overall production maintenance are 5S,
analyzes of Pareto, continuous enhancement, analysis of the bottlenecks, setup times,
etc (Ahuja & Khamba, 2008). The TPM interacts from top management to staff at all
ranks and roles of the organization. In Japan, the collaboration of Nippon Denson
was initially introduced by the TPM and received a PM excellence award. The
complete production maintenance began.
The Japan Plant Maintenance Institute proposed that eight foundations of overall
production maintenance be clarified in Fig (20) to achieve effectiveness (Ahuja &
Khamba, 2008). The total effectiveness of the equipment in total efficient
maintenance focuses on availability, efficiency, quality and speed without taking into
account costs.

TPM

41
 Safety, Health & Environment

Development Management
Autonomous Maintenance

Focused Maintenance

Education & Training

PlannedMaintenance

QualityMaintenance

Office TPM
Figure 20: TPM's 8 framework.
Nakajima's book "Introduction to Complete Efficient Maintenance (TPM)," (Chan et
al. 2005) describes the term "complete," The definition is as follows. The word
"total"
Complete Efficiency – explains the total cost efficiency and profitability concept of
efficient maintenance.
"Maintenance free architecture by including reliability, maintenance and supportively
in the equipment design" Total Maintenance Scheme Explains
Total commitment – explains all staff work involved and the worker is responsible
for his computer.
Total efficient maintenance strengthens connections around the enterprise between
all divisions, aimed at constantly enhancing productivity and performance. Total
plant maintenance creates a close relationship between maintenance and production.
Figure (21) describes the key support factors for overall manufacturing maintenance
(Chan et al., 2005).
Equipment

Operator

TPM

Quality

Figure 21: Principal TPM help variables (Chan et al., 2005).

42
3.8.3 Reliability centered maintenance - RCM:
The reliability-centric maintenance (Marvin1998) is a maintenance preparation
approach adapted from the aviation industry and later for other forms of industries.
Moubray describes reliability-centered maintenance as "a mechanism to decide what
must be done to ensure that every physical asset continues in its current operating
sense to do what its user needs to do" (Moubray, 1997)The Electricity Research
Institute defines RCM as "systematic functional analysis, functional failures and the
priority-based assessment of safety and the economy that distinguishes prevention
tasks applicable and effectively" The key focus of reliability-centered maintenance,
as stated in his paper on the reliability-Centre, is "to minimize maintenance costs,
focus on the most critical functions of the System and eliminate or exclude
maintenance measures that are not absolutely required."
Reliability-centered maintenance is carried out on the basis of the following seven
questions,
1. In its current business sense, what are the duties and related asset value
standards?
2. How is its work not being performed?
3. What causes any loss of function?
4. What happens when each failure occurs?
5. What is the significance of a failure?
6. How can each failure be predicted or prevented?
7. If an appropriate proactive task is not found, what should be done?
In this figure (22), the relationship between LCC/P, Terotechnology and TPM is
illustrated (Sherwin 2000)

43
 LOGISTICS
Pursuit of Economical LCC/P

Equipment
Product System Program

Equipment
Manufacturer Equipment
User
Tero technology

TPM Design of
Equipment

Fig 22: LCC/P, Terotechnology and TPM partnership – Connection (Source: Sherwin 2000)

3.8.4 Maintenance Optimization Models:

Optimization models for maintenance have already been established during the
evolution of maintenance. In its article, 'Literature analysis and future outlook on
maintenance optimization,' the 13 different types of maintenance optimizing models
evolved over the years (Sharma, Yadava & Deshmukh, 2011) are explained as:
3.8.5 Analytic Hierarchy Process (AHP):
The process of analytic hierarchy is a methodology that takes qualitative and
quantitative decisions into account. The decision making are taken on the basis of
comparisons of each methodology initiated by numerical analysis and results. As
outlined by (Sharma et al., 2011)
HajShirmohammadi and Wedley have used the analysis hierarchy method for
centralizing/decentering maintenance approach in their paper 'Maintenance
management: an AHP application for centralization/decentralization.' (Christopher
Sharma et al. 2011).
3.8.6 Analytic Method:
The analytical model is based on mathematical formulas to explain device changes.
In their article, Jinet et al. developed a statistical model of cost planning and

44
proactive maintenance for joint production and maintenance. (Christopher Sharma et
al. 2011)
3.8.7 Bayesian Approach (BA):
In their journal paper Ape land and scarf (2003) explained the Bayesian approach as
"Straightforward means of providing administration policymakers with uncertainties
about potential events in the form of inspection support”.
3.9 Fuzzy Linguistic using Multiple Criteria Decision Making:
The MCM is a most known branch of decision making. Several parameters the topic
of judgment is examined in an ongoing field of decision. The correct maintenance
solution can be learned from fluffy language using a variety of judgment parameters.
(Sharma et al., 2011)
3.9.1 Galbraith Information Processing Model (GIPM):
The Galbraith Paradigm for Interpreting Information contributes both internally and
externally to instability. It discusses "the reasons that allow an organization to cope
with instability and mechanisms”.
3.9.2 Genetic Algorithm (GA):
"A search tool for computation, used to find solutions to the optimization and search
problems" The genetic algorithm is defined by (Sharma et al., 2011).
Mixed Integer Non-Linear Programming/Operation Research Model
(MILP/ORM):
For defining planned maintenance solutions, the mixed integer non-linear
programming model is used. (Christopher Sharma et al. 2011)
3.9.3 Optimal Inspection Frequency (OIF):
The optimal frequency of inspection is described as a strategy that challenges
inspection and expense downtime. This tends to minimize the deficiency.
3.9.4 Operational and Strategic Decision Support System (OASDSS):
The model is used for the selection process, in which possible alternatives are
estimated, assessed and comparable. (Christopher Sharma et al. 2011)

45
3.10 Petri Nets (PN):
The Petri Net Model is a great formal and graphical, engaging language for the
simulation and exchange of competing schemes. Carl Adam recognized the upgraded
variant in the 1961s. (Sharma et al. Christopher et al. 2011)
3.11 Riccati Equation (RE):
Equation models for Rickety are non-linear equations, which would increase the
organization’s benefit over a period of time. (Christopher Chopra et al. 2011)
3.12 Simulation Model (SIMU):
As the system model is more versatile, the model is simulated in the machine and
produces the numbers that are used to monitor the whole system. This reflects the
machine model that must be retained.
3.12.1 Maintenance Organization Model (MOM):

Organizational structure, priorities, negotiation structures, policies & practices, job

processes and staff systems are dependent on the organization’s management.
3.12.2 Maintenance Contribution Model

Maintenance Production
MTBF Availability
Policy Volume

Costs Revenue

Profit

Return on capital

Figure 23: The model of repair

46
Rishel and Canel identify maintenance as a factor influencing business strategies in
their paper "Using a maintenance commitment model to forecast the effect of
maintenance on profitability." Figure (23) shows the relationship between "income
shifts, costs and return on investments" in their report.
The basis of the maintenance contribution model is the number of times a device has
failed due to the multiple maintenance techniques incorporated by the various
planned maintenance activities. The change in loss number (mean time between
errors) and reparation time. This move changes the inventory of equipment, which
affects the organization's production ratio. Many of these effects had significant
shifts in output sales and costs. The repair costs are also influenced by changes in
planned maintenance operations.
Rishel and Canel's maintenance commitment models illustrate the effect of variances
in maintenance policies on the company's return on cash. This is why efficient
maintenance is so necessary.
3.12.3 Key Factors during the Three Generations of Maintenance

3.12.4 Training and Skills

The development of maintenance has always played an important role in skills and
preparation. For several years’ craftsmen, the craft workers who were trainees from
their senior employees were responsible for the upkeep. On the basis of "wait and
learn," the principal aspect was preparation. With the expansion of computer
mechanization and automation the skills needed for maintenance will expand.
As Sherwin (2000) states, the lack of better repairers had a huge effect on
maintenance policies, and also played a significant role in domestic equipment. The
goods and motor cars used in developed countries demanded low maintenance,
including the short life span. The skills have been acquired over different generations
and many trainee programs, in comparison to later generations, reduced the lack of
repairers. During the first and second generations skills and preparation played a
major role which was not considered.
3.13 Operational Research
Operational investigation was first launched at the end of the first maintenance
generation, mostly during the Second World War. "Application of the science
method to organizational problems" is defined as the operational analysis provided
by its creators. The preventive maintenance done by organizational researchers and

47
statisticians was, as stated in Sherwin 2000, seen to be higher maintenance levels.
According to Sherwin, there was little emphasis on the issue study by organizational
analysts and statistics.
As Sherwin described, the interests of non-engineers to optimize maintenance in the
1980s were not persuaded by three factors,
 Applicability: Theoretical and focused on complicated mathematics that
could not be used.
 Accessibility: The articles have been written in operational analysis and
mathematics, making it impossible to access papers.
 Motivational: The released models focusing on challenging mathematics and
high-level scientists rather than proper analysis into operations.
During the latter part of first and second gen, operational research played a major
role. Maintenance handbooks: (Sherwin 2000)
The machine maintenance manuals were an important factor, and during the failure
of machinery highly qualified maintenance technicians were required. The
maintenance manuals contained photos and documents on the removal and
placement of the components. The repair manuals also contained diagrams of
responses to both issues and preventive maintenance.
As described in the paper on maintenance models by Sherwin, major time
consumption was taken into account following the evolution of CNC machines
because workers were not very aware of electronics, but trained in the use of older
machines. The maintainers were provided with manuals and retraining, which was
solved best. During the last generations of servicing the manuals were considered an
important consideration. Planning and planning (Sherwin 2000):
The preparation and preparation of repair works was a primary maintenance
consideration. The interval and timetable for maintenance tasks in order to produce
an optimal result must take into account the preparation criterion. As Sherwin has
mentioned it, several organizations have developed different maintenance
preparation methods using the available capital in an effective manner. The level of
preventive maintenance is designed to satisfy specifications. (Sherwin 2000)
3.13.1 Safety and Reliability Engineering

The Germans began the idea of reliability engineering during the Second World War.
Statistics and mathematical information engineers became reliability professionals.

48
During the last generation of servicing, safety is a critical consideration. In reality,
the implementation of regular maintenance insisted on improving protection, but was
not taken into account to increase availability and to lower costs. Sherwin's example
of "the checking and monitoring of boilers and resetting of safety valves" was the
value of safety. This example shows clearly the value of protection instead of using
upkeep to save costs.
3.13.2 Environmental Protection

During the latter part of second generation and third generation, environmental
conservation played an important role. The three environmental conservation
principles to be considered, as defined by Sherwin 2000, are risky pollution,
minimize usage and create environmentally sound. It is regarded as a vital
consideration worldwide. The safety factor is often considered a significant factor for
the fourth generation in maintenance, and environmental conservation. (Parliament
(Sherwin 2000)
3.13.3 Costs and Benefits

The cost is a significant repair consideration that the top management considers. As
Sherwin's maintenance notes, many accountants think it a necessary evil in terms of
prices. The cost reduction of life cycle and other maintenance expenditures was
considered a maximizing consideration for the organization's benefit at the start of
the third generation of maintenance. This part led to improvement, but a sluggish
phase and Sherwin says it plays an important role even in 2000. (Parliament Sherwin
2000)
3.14 Performance Measurements
The calculation of efficiency is described as "measuring maintenance performance by
means of dimensional ratios (e.g. maintenance expense to sales and profit)" (Sherwin
2000). This element was popular as terotechnological fame. This method of
calculation has an impact on ongoing behavior but a substantial impact on the future.
In the three maintenance generations all these considerations played an essential role.
3.15Production:
The Rolstadas concept of "managing all activities required to manufacture goods" as
stated in A.D Neely Management Development (1991)
The various production patterns that have been established over the years are listed,

49
3.15.1 Lean Production:

"A comprehensive approach in recognizing and removing waste by quality

enhancement and flowing in the pull of the consumer in search of excellence, leans
the network, as stated in (Jerry 2003), as established by the national standards and
technology manufacturing extension partnerships.
Sanchez and Perez (2001) defined lean development as based on an outline model of
partial methods and concepts in their paper "lean indicators and manufacturing
strategies." The fig (24) explains Sanchez and Perez's lean development model.

Elimination of zero - Production and

Value activities Delivery - Just in time

Multifunctional
Teams

Continuous Supplier
Improvement Integration

Competitiveness

Figure 24: Lean model of manufacturing, Source: Perez and Sanchez (2001)
R. Shah and P. Ward (2007) addressed the development of lean production
specifically and said that during 1927, Henry ford adopted few production standards
that described the structure of ford production. The Toyota development is the key
target of waste reduction from 1937 to 1978. The word Lean for the Toyota
production process is described by Karfick. This sets the cycle of lean manufacture.
(P.T. Ward, R. Shah, 2007)
3.15.2 The eight Types of Wastes

• Defects
Production errors and the lean philosophy focus on fault elimination. The faults are
split into four categories (Jerry 2003) defined as the consumption of defective

50
products, the worker's durations and work on the defective component. The
inspection after the portion has been reworked.
• Overproduction
The lean focuses on the desired output volume that the consumer needs. The amount
of production, based on buffer or security stock, rather than the required requirement.
Lean manufacturing is based on the pulling method.
• Waiting
The expectations are defined as materials, components and so on waiting. All
services expectation should be focused on the only delivery in time. (Jerry 2003)
• Transportation
The shipment of products and supplies to the factory and then to the desired location.
The lean method prevents the transfer of goods directly to the appropriate site rather
than to the waiting warehouse... (Jerry 2003)
• Non value added Processing
The added works of non-value are described as the rework and inspection of the
materials that lead to additional work. The lean demands to remove the added value
process instead of relying on the process of adding value.
• Excess Inventory
The surplus stock is focused on overproduction waste. The stock that exceeds
consumer demand provides negative flow and more room. The lean definition
requires development to satisfy consumer needs. (Jerry 2003)
• Excess Motion
The motion over excess is described as excessive labor movement and employees.
The Lean concept makes it possible to map this type of waste using value streams.
(Jerry 2003)
• Underutilized People
Workers' ingenuity and talents, which contribute to bad jobs, should be used. (Jerry
2003) Jerry
Taiichi Ohno, one of the developers of Toyota production systems, as defined by
(Jerry 2003), describes this eight waste cost, for a total of 95%. Lean manufacturing
transformed the future of production and improved productivity was achievable with
this trend.

51
3.15.3 Just in Time Production

As described by Kimura and Terada, the JIT is specified as "for the development of a
required volume of the item in the required period" (Agrawal 2010)
The main purpose of Just in Time, the JIT, is to continually promote the
advancement of "productized, efficiency and versatility" companies as defined by
Richard E. White and Victor Prybutok (2000) in their paper "The relationship
between JIT practise and production method." (R. E. White ET V. Pributok 2000)
2000:
A study of 10 big just in time methods, quoted in R, was carried out by White et al.
E. White and V. Prybutok (2000) are as follows,
 The activities of the Centered Factory.
 Time reduction for installation.
 Group technology.
 Total maintenance for prevention.
 Towards multifunctional workers.
 The workloads are uniform.
 Kanban.
 Total monitoring of consistency.
 Loops of Consistency.
 The JIT Purchase.
The JIT system (N. Agrawal 2010), which was defined as the Toyota development
systems (JIT) elements in the 1970's, originated with Toyota. As (AlTahat and
Mukattash 2006) stated, the key concept was to develop a process flow by linking
work, which enables the output to flow equally well. The following Figure shows the
JIT method as described in (N. Agrawal 2010). (25).
Work centers

Raw
Material Finished
Signals parts

Demand
Figure 25: JIT method referred to in (N. Agrawal 2010)

52
3.15.4 Green Production

Green production as defined in (Zhou, pan et al 2012) is the primary objective of "the
environmental protection and conservation values in the production and service of
industrial waste, energy saving and limited natural resources, and environmental
pollution minimization while maintaining a production economy production
activities”.
Green manufacturing is one of the industrial movements focusing on the need for the
climate, electricity and waste generated during the process. Green processing ensures
that the production process is safer and smoother without damaging the environment.
3.15.5 Agile Production

As stated by (H. Cho, M. Jung, M. Kim, 1996), agile production can be characterized
by means of the "customers' crafted goods and services" as "the ability to survive and
thrive in a dynamic world of unpredictable and unpredictable change by responding
rapidly to evolving markets" (A. Gunasegaram 1999)
In their paper on "Agile Manufacturing: Case Studies in Spain," the dimension of
agile manufacturing quoted by Bustillo first enriches clients, the second dimension
works for increasing competition, the third dimension masters transition and
complexity and the last dimension leverages the influence of people and knowledge.
3.15.6 Sustainable Production

"Sustainability means use processes, structures and materials that do not waste
energy or damage natural cycles" are specified as the meanings of sustainability
(Rosenbaum, 1993), as referred to in the concept of sustainability.
the definition of sustainable production, as described in the LCSP as "the creation of
goods and services by non-polluting processes and systems, energy conservation and
natural resources, economically viable, safe and healthy for employees, communities
and consumers and a socio-economic and creative recovery;" (V. Veleva and M.
Ellenbecker 2001).
As described by V. Veleva and M. Ellenbecker the six main factors of
sustainable production are as follows,
• Use of energy and equipment (resources).
• Natural climate
• Natural environment (sinks).
• Social rights and growth of the society.

53
 • Economic Efficiency.
• • Employees and products.
The main classes which form the core pillars of sustainability are pictures in the
following figure, as Jayantha P. Liyanage has discussed (26).

Economical accountabilities

Key sustainability
Pillars
Social equity Care for the Eco-System

Figure 26: The core foundations of sustainability

C.O'brien (1999) describes strategies that emphasize the need for sustainable
production.
 The production process is more efficient
 Taking Preventive Strategy.
 Cleaner production and processing throughout the life cycle of the product.
 Reduction or waste prevention.
This critical requirement for efficient, long-term output is seen as a major obstacle
for potential production management.

3.16 Emerging Trends and Challenges

In their study "Emerging global trends in advanced production" for IDA, the trends
that are to form the future of production are identified (Finnin, Shipp, Gupta & Lal
2012) as the five main trend that production faces. The five patterns found are listed
below,
3.16.1 Information Technology

The IT was still a vital factor after its development in manufacturing. Such types of
information technology used in manufacturing include Computer Assisted Design
(CAD), Control Systems, etc. (Switzerland, Switzerland, Gupta, & Lal, 2012) The
information technology, as defined under (Iorio 2011), helps improve efficiency and
quality. The evolution and use of IT improves the development process that makes
intelligent processing possible (Sanders 2011).

54
3.16.2 Modeling and Simulation

The product modeling and simulation, process technologies, plant design and supply
chain design are considered to be the latest manufacturing theme. Simulation and
modeling allow for a fast process from concept to completion. (Switzerland,
Switzerland, Gupta, & Lal, 2012)
The modelling and simulation used for creation of goods, as defined by (Sanders,
2011), allows high production rates that minimize risk and prevent costly
prototyping.
3.16.3 Innovation in Supply-Chain Management

The supply chain has been full of complexity over recent decades, making higher
technological commodities more demanding in manufacturing. (Macher & Mowery
2008) 2008 Management of the Supply Chain enhances the use of advanced
emerging technology computing systems like ERP, RFID, etc.
3.16.4 Rapid Changeability in Manufacturing

'Speedy manufacturing changes identify consumer requirements and react to external

barriers' (Wiendhal et al. 2007). The production improvements are categorized into
configurability, versatility, transformability and agility through different changes.
3.17 Summary of Theoretical Findings
The history of maintenance from the beginning of the industrial revolution to the
present world is represented from the theoretical perspective. The history of
maintenance and the influences that played an important part during maintenance
generations was discussed. There is simple description of the repair models
employed in different generations. The various maintenance models, as described in
(Sherwin 2000), are simple terotechnological models, advanced terotechnology,
EUT, TPM, TQMain and RCM are briefly mentioned.
Explanations from different publications and books illustrate the priorities of the
three generations of maintenance, as stated in (Moubray 1997) in his novel. The
simple picture with the repair methods and maintenance perspectives are seen from
first, second and third centuries. Throughout the year, the 13 different forms of
maintenance optimization models are explained in brief (Sharma, Yadava and
Deshmukh 2011).

55
Different core factors, including success steps, expense and advantages,
environmental protection, security and durability engineering and planning, repair
manuals, organizational study and preparation, and expertise, play a leading role in
defining the three generations are briefly explained. This shows distinctly the shape
and background of the three repair generations.
Significant factors for the fourth maintenance generation can be described. The key
factors are the maintenance priorities from the standards for the third phase of
maintenance in the fourth generation. This facilitates the study of the core factors for
shaping the fourth maintenance generation. The need for better IT as a consideration
in the future of maintenance is clarified in (Sherwin 2000). The emphasis is now on
the results of the interview and the survey results, so that the major factors for the
fourth maintenance generation are identified in Chapter 4.
The second section of the analytical analysis reflects on future developments and
challenges for industrial development. Trends such as sustainable development, lean
manufacturing, green manufacturing, and agile production are specifically addressed.
There are also obstacles that are highlighted for an effective implementation. IT,
modeling & simulation, SCM creativity and production variability are specifically
defined as the future of the production focusing developments and challenges.
(Finnin, Shipp, Gupta, and Lal, 2012).Chapter 4 draws on the findings of the
interview and the results of the survey in determining potential patterns and problems
in the area of development.
In order to learn the key explanations for maintenance proposals in the fourth
generation and the growth dynamics and challenges, the attention is now on the
science findings.

56
 Chapter-4

4. Emprical Results
In our empirical research we strive technically to figure out the factors that affect the
fourth maintenance generation and the patterns and threats that development will
face in the future. The results of interviews and studies from numerous universities
and independent scholars are discussed. These results are focused on interviews and
surveys conducted with people who are aware of repair and manufacturing
technology. In part the interviews and surveys were focused on the study questions.
What are the considerable considerations and criteria for the fourth generation
maintenance proposal and what effect do these factors have on the organization?
What are the latest demand patterns and threats in the future?

Empirical results

Interview results Survey results

Figure 27: Classification of empirical results

4.1 Interview Results:

In order to gather information and evidence from academic and industrial scientists,
the interview questions were framed. The findings of the interview are summed up
by the test questions drawn up. This will be better to pursue the goal to identify the
core drivers for future maintenance generations and production patterns. The findings
are split into the responses of academic and industrial scientists.
4.1.1 Key Factors for Fourth Generation of Maintenance:
The problem was presented to educational researchers and business specialists
employed in the field of maintenance in order to decide the most important
conditions for potential maintenance generation. The considerations that academic
researchers describe because of their significance in the responses. In the table and

57
graph the variables are listed and seen, the graph shows their relevance. The findings
are split between academic and industrial scientists.
4.1.2 Academic Researchers
The following table explains the main factors found in the interview with academics.

4.1.3 Proactive Behavior

In the fourth generation, constructive action towards the conservation of the above
graph acquired from an interview is perceived to be a crucial element that will play
an important role. The diligent behavior helps repair engineers rely on fully
functional and on demand equipment. The implementation and best identification of
repair methods based on its needs. According to sandy Dunn, constructive loss
avoidance is crucial to the future of maintenance. Proactive repair activity plays a
key role in eliminating loss than in preventing it. (Dunn, 2003).
4.1.4 IT
One of the reasons for fourth-generation maintenance out of the findings of the
interview is the combined IT with maintenance. The automated database processing
system helps to schedule maintenance activities and reports maintenance and control
details, as defined by Mjema and Mweta (2003). This adds to the enhancement in
equipment supply and efficiency. Awareness beyond regular maintenance
monitoring, performance monitoring and maintenance based on monitoring
information. (Saint-Marie, 2010). With IT development, maintenance is successful.
4.1.5 LCC
One of the reasons for the fourth-generation maintenance out of the interview
findings collected from university researchers is the cost-effectiveness of

58
maintenance for the life cycle. As defined by (Paul Barringer 2003), LCC's key goal
is to choose a cost-effective approach to obtain the most cost-effective solution in his
paper Life cycle cost summary. The best maintenance can be done by reducing the
overall LCC, as stated in (Landers 1996). "The LCC analyzes are needed to show
operating benefits are necessary to warrant investment (often the losses are larger
than for the single payback cycle, with the lowest long-term cost of ownership).
(Saint Peter Barringer 2003)
4.1.6 Design for Maintenance
The design of maintenance is derived from the academic researchers' interview
findings, the maintenance design being a key factor for the fourth (future)
maintenance generation. The maintenance design that requires technical expertise
and reduces machinery and systems maintenance complexity. This supports
maintenance development and improves performance. (Hide 2010)
4.1.7 Selection of Best Approach
As indicated by interview findings, the choosing of the right maintenance solution is
deemed to be of significant importance. As Malcolm describes, picking a
maintenance assignment to find a simpler but not overly straightforward route. A
more effective solution is the choice of the proper solution for efficiency
maintenance. (Hide, 2010) (Hide) Experts in industry:
The following table describes the main factors found in the interview with industrial
experts,

59
4.1.8 Maintenance and Organization Impact of Core Factors.
Academic researchers
This describes the effect of the core factor found by the academic researcher’s
interview,
 Towards Advanced Technologies.
 Competition and growth.
 Performance improvement experts from the industry.
Following is the influence of the important element found in the interview with
industrial experts,
 Production cooperation and understanding.
 Towards a Strategic.
 More economical.
4.1.9 Future Industrial Demand Patterns and Issues
Academic researchers
In the academic research interview, the possible developments and problems found
are outlined below,
 For sustainable.
 Towards the innovation of the supply chain.
 Benefit for a Life Cycle Industry expertise
In the interview with industrial experts the future developments and challenges found
are defined as follows,
Towards Automation Improvised.
Continue to fast changing.

4.2 Survey Results:

In order to gather available information and evidence from industry professionals, the
survey questions were framed. The findings of the survey are outlined by survey
queries. This will be easier to do and identify the core drivers for the future
maintenance generation and future demand patterns.

60
4.2.1 Maintenance Strategies

Figure 30: Maintenance policies in companies

The graph shows the kinds of maintenance policy that your company already
supports. The importance is divided by the findings of the survey. The findings are
presented with the 1-5 scale in terms of the actual degree of use of the technique in
the business. This outcome helps to decide which maintenance technique to use and
to what degree. Preventive maintenance of TPM and reliability-centric maintenance
is used on a larger scale. Maintenance focused on corrective measures and
conditions, but, on a relatively smaller scale.
4.2.2Considerations taken into Consideration for Future Repair
Generation

61
 Figure 31: Key factors found by survey findings

4.2.3 Maintenance Methods Execution of IT

This study examines the implementation and state of it programs on the
organization's existing maintenance strategies. This question allows one to consider
the potential value of the maintenance IT system. The graph shows the use of status
management depending on the degree of the survey respondents. The majority of
respondents choose an average of 60% in the medium level category, 10% choose
the low effect category and the remained 30% choose a high status IT use for
organizational maintenance.

Low
Medium
High

Figure 33: IT deployment and existing maintenance status

4.2.4 Effective Repair Degree in your Company

High
Medium
Low

Figure 34: Enhanced maintenance standard – Results of the survey

This issue of the survey includes evaluating the satisfactory maintenance standard in
the business. These strong contributors to discuss how maintenance from existing
maintenance will strengthen and grow. The graph depicts the adequate maintenance
level based on the level provided in the survey by respondents.
The majority of participants choose an average of sixty percent in the medium level
category, ten percent choose the low effect classification and the remained thirty
percent choose a high status IT uses for organizational maintenance.

62
The current state of sustainable development is rated as low, medium, or high,
depending on the total amount of participants who preferred the status on a scale of 1
to 5. Fewer respondents preferred the low impact of current status and the amount of
impact it has on the future. Most respondents selected the medium level of current
status of sustainable development, while a smaller percentage chose the medium level
of effect on the future. Less than half of those surveyed selected high status at current
levels of production, while the rest chose, in the future, there will be a high impact
degree of sustainable development. As a significant theme.
The findings of the interviews and surveys addressed in this chapter assisted in
interpretation of the present and future scenarios. The following chapter goes into
how to analyze these findings in order to better describe the solutions to the research
questionnaire.
5. Analysis
During the fourth generation of maintenance, safety, standards, and life cycle cost
efficiency are regarded as the most important considerations. According to (Dunn
2003), protection is regarded as one of the most important considerations for the next
generation of maintenance. This maintenance expectation focuses primarily on man-
machine protection. The reduction of tragic accidents and the provision of a healthy
environment make for more efficient maintenance in the future.
Life cycle cost efficiency is another factor that is expected to be a top priority in the
next phase of maintenance, with the third generation focusing on optimizing
maintenance costs. Rather than independent scholars, industry analysts praised the
success of LCCs. According to (Hide 2010), using the right maintenance practices to
reduce maintenance time has a higher life cycle cost effectiveness.
During the fourth generation of maintenance, IT, maintenance architecture, and
constructive action are regarded as intermediate priority considerations. According to
the findings of the study and interviews, IT is perceived to be a major concern for all
intermediate priorities. As defined by (Sherwin 2000), there is a need for better IT
integration with maintenance for the best maintenance growth. Integration of IT
structures with repair assists in the enhancement of maintenance by recommending
what is incorrect and concluding that it is wrong. According to Sherwin,
“improvement using input management through a network linked Deming P-D-C-A
loops” demonstrates how IT can be used more efficiently in maintenance.

63
The figure depicts the survey results for the question about the state of the structures
in current maintenance ().

Low
Medium
High

Figure 35: IT integration into new maintenance plans

The graph is categorized into three categories: low, medium, and high, with an
average score calculated by the respondents. The figure clearly indicates that the
status of IT in current maintenance is in the medium scale, and this study leads to
defining the importance of IT as a core factor in the next generation of maintenance.
According to (Mjema and Mweta 2003), combining machines with repairs cuts
"material prices, downtime costs, and labor costs." The integration results in a more
cost-effective maintenance approach.
The second element included in the intermediate group is maintenance architecture,
which will play an important role in the fourth generation of maintenance. According
to (Hide 2010), appropriate maintenance techniques can be used to design the
technological expertise used in equipment design. The expertise must be used
successfully to reduce the system's maintenance sophistication. Monitoring the
performance of the machinery assists in the advancement of maintenance and the
system as a whole.
The third element to remember in the intermediate range is positive maintenance
actions, which will play an important role in future maintenance generation. This
primary factor has gained little coverage in the literature; it was extracted mainly from
interview and survey data, where 65% of respondents stressed the importance of this
factor in potential maintenance. The proactive maintenance behavior is described as
the selection of the best maintenance solution that is flexible and effective based on
the description of the issues.
According to (Hide 2010), the selection of adaptive maintenance techniques as a
consideration for potential maintenance generation. The adaptive maintenance

64
approach relates to the adjustment and adaptation of maintenance dependent on the
condition. This approach to maintenance can also be thought of as constructive
maintenance conduct. As explained by, the fourth generation of maintenance will
specifically concentrate on constructive failure avoidance, stressing the importance of
being proactive while forgetting the way to be reactive. This illustrates the
significance of constructive maintenance actions as an important influence during the
fourth generation of maintenance.

Figure 36: Key reasons for the fourth generation of maintenance have been identified.
5.1 Production Future Developments and Challenges:
Based on interviews and surveys conducted with independent analysts and industry
experts, the following production patterns and obstacles to be addressed in the future
have been identified,
1. Manufacturing that is environmentally friendly.
2. A creative chain management.
3. Manufacturing's potential to adapt quickly.
4. In the production process, reliance on design and control.

65
According to the literature, (Finnin, Shipp, Gupta, & Lal, 2012) described these
factors as the major developments that development will face in their study
“Emerging global trends in advanced manufacturing” for IDA. The observed
developments and challenges include the growth of the innovation supply chain, rapid
changeability in production, and emphasis on modeling and simulation in the
manufacturing process.
According to survey and interview findings, sustainable development is one of the
most critical developments and threats that production will face in the future.
According to the study and interview findings gathered from academic analysts and
industry experts, rapid changeability in the production process is the second highest
priority. The findings of surveys and interviews are used to build a creative value
chain that works on supply chain changes.
Based on survey and interview findings, dependency on modeling and simulation is
concluded to be the second medium level priority to be faced in development.
The concern about the status of sustainable development in current production is
expressed in figure (37) and the amount of effect it has on the future of production is
represented in figure (38).

Figure 37: Present state of affairs Figure 38: Future level of influence
The graph is divided into three ranges: low, medium, and large, with an average score
determined by the respondents. According to figure (37), the current status of
sustainable development is in the medium range, and the amount of effect it has on
the future of production is strong. This study aims to determine the value of
sustainable production as a significant factor, as well as the obstacles it poses in the
future of industrial production.

66
The following figure depicts the final concluded patterns and threats that will confront
industrial development in the future based on study and interview data from academic
analysts and interview results (43).

Figure 39: Future trends and challenges in production

Chapter-5

Conclusion and future work

6. Conclusion
The aim of this study is to recognize and analyze the key factors that will play a
significant role in the fourth (future) generation of maintenance, as well as to identify
future patterns and challenges in development.
The study of literature depicts the history of maintenance from the Industrial
Revolution to the present day, highlighting the growth of maintenance over three
decades. The design is focused on various maintenance management systems and
how organizations interpreted maintenance. The desires of each of the three
generations for maintenance paint a clear picture of its evolution. Chapter 3 goes into
the factors that were considered over the three decades, such as experience, planning,
operational research, computers, manuals, reliability engineering, protection,

67
environmental health, performance evaluations, costs, and benefits. Based on
literature studies and empirical findings, several explanations have been considered
for the concept of fourth generation maintenance. Information technology (IT), life
cycle cost efficiency, proactive maintenance action, maintenance design, security,
and standards are the most significant core factors affecting the proposal of fourth
generation maintenance.
The most important of the identified core factors that will play a major role during
the fourth generation of maintenance is information technology (IT). Many of the
major factors would have an effect in one direction or another. The primary criterion
should be assessed in terms of their advantages and disadvantages based on the
organization's maintenance requirements. Organizations who are comfortable with
their third generation of maintenance should look ahead and consider the factors that
will allow them to move on to the next generation of maintenance. For each
maintenance set, the key factors yield differing degrees of control; nevertheless,
considering all of the key factors for the best and most viable solution.
The primary motivators for the fourth generation proposal are to transform
maintenance from an "essential evil" to an "economic component." Competitive
development, increased competitiveness, strategic planning, teamwork, and
understanding are all influenced by fourth generation core factors. Observational
observations were used to address the implications of all of these central factors,
enabling the organization to focus on the future of maintenance. Based on the
literature and theoretical findings, various trends and risks to the future of progress
are considered. The literature further discusses emerging growth strategies such as
lean, JIT, green, and agile manufacturing, as well as modern production trends (see
chapter3). Accelerated process changeability, a focus on modelling and simulation,
an integrated supply chain, and environmental production are the most important
possible industrial technologies and challenges being addressed. Sustainable
production is a commonly predicted potential performance trend. The mission at
hand is to complete it effectively and effectively. Many other technologies and risks
have ramifications in any direction. According to the scientific findings, sustainable
agriculture has a very strong impact on the future of sustainability. Companies must
consider sustainable development as well as other trends before agreeing on the
future of manufacturing.

68
Furthermore, businesses should treat the variables and trends discovered for the
fourth generation of maintenance and future growth as a "Must" rather than a "Wish"
in order to achieve greater efficiency.
The core drivers for the fourth generation of maintenance, as well as the potential
developments and obstacles that industrial development will face, are established
during the thesis study. The aim of the research thesis was met by doing a literature
review as well as interviews and surveys. Three study questions were raised in the
introduction (see chapter 1) and were investigated using interviews and surveys. The
following are the summarized conclusions based on the study questions,
RQ1. How has maintenance evolved over time (three generations) and what are
the consequences?

RQ1. How has maintenance evolved over time (three generations) and what are the
consequences?
The literature review shows the progression of maintenance from the Industrial
Revolution to the present day, demonstrating the rise of maintenance over three
decades. The development is based on different maintenance management
frameworks and how organizations viewed maintenance. The maintenance aspirations
of each of the three generations paint a simple picture of its evolution. Chapter 3
discusses the considerations considered during the three decades, including expertise,
preparation, organizational analysis, computers, manuals, reliability engineering,
safety, environmental health, performance assessments, costs, and benefits. The
literature system further describes the methods and instruments used for management
over the three maintenance centuries. The majority of the above-mentioned
considerations are focused on lowering costs and making maintenance lead to
earnings. The thesis offers a detailed understanding of the evolution of maintenance
and how it has affected the growth of subsequent generations.
RQ2. What are the most important things to remember when proposing a fourth
generation of maintenance?

Many reasons have been considered for the idea of fourth generation maintenance
based on literature research and observational observations. The most important core
factors influencing the proposal of fourth generation maintenance are information

69
technology (IT), life cycle cost effectiveness, constructive maintenance behavior,
maintenance architecture, protection, and standards.
Information technology is the most critical of the listed core factors that will play a
significant role during the fourth generation of maintenance (IT). Many of the main
variables will play a significant role in one way or another. The key consideration
should be measured in terms of their benefits and drawbacks depending on the
organization's need for maintenance. Organizations who are at ease with their third
generation should look ahead and consider the factors that will allow them to step on
with the next generation of maintenance. The key factors yield varying degrees of
control for each maintenance collection, however considering all of the key factors for
the strongest and most successful solution.
The core drivers for the fourth generation proposal shift maintenance from a
"necessary evil" to a "competitive aspect."
Fourth generation core factors have an effect on competitive growth, improved
productivity, strategic strategy, collaboration, and awareness. The effects of both of
these core variables were addressed using observational findings, allowing the
organization to reflect on the future of maintenance.
RQ3. What are the latest manufacturing patterns and the problems that will be
posed in the future?

Various patterns and threats for the future of development are considered based on the
literature and scientific observations. The literature also addresses current
development practices such as lean, JIT, renewable, and agile production, as well as
new production patterns (see chapter3). The most critical future manufacturing
developments and problems that are being considered are accelerated process
changeability, emphasis on modeling and simulation, advanced supply chain, and
sustainable development.
Sustainable production is a widely anticipated output pattern for the future. The task is
to execute it successfully and efficiently. Many of the other developments and threats
have an impact in every way. The empirical results gave sustainable agriculture a very
high degree of effect on the future of development. When deciding on the direction of
manufacturing, companies must understand sustainable production as well as other
trends.

70
Furthermore, the variables and patterns found for the fourth generation of
maintenance and potential development should be regarded as a "Must" rather than a
"Wish" by companies in order to achieve greater performance.
7. Future work
As previously stated in the study, maintenance companies focused primarily on
designing new models and optimizing existing maintenance techniques, and the thesis
also addresses current production patterns. This thesis discusses the leading reasons
for fourth generation maintenance, as well as the current technologies and production
problems that will be encountered in the future.
7.1 Model for next generation maintenance taking key factors into account
Many companies are at ease with third-generation maintenance. Future studies should
concentrate on the future maintenance model when taking into account the proposed
considerations. When it comes to successful maintenance preparation and
implementation, the value of each aspect cannot be overstated.
7.2 Integrated production maintenance approach
The overall active maintenance strategy facilitates the interaction between
maintenance and manufacturing. Taking into account the suggested core factors for
future maintenance generation and future development patterns, the research should
focus on an applied model for maintenance that spans the entire life cycle of the
machinery.
7.3 Maintenance as a “competitive factor”
So far, first generation maintenance has been regarded as a "necessary evil," but as the
advancement of maintenance and its value grows, maintenance can be regarded as an
"economic aspect," assisting the company in being more competitive with other
organizations. The research should focus on improving maintenance and presenting a
more efficient climate.
7.4 Effective sustainable production
If the value of sustainability grows, it is thought to be important in the manufacturing
process. By researching the history of sustainability and its incorporation into
manufacturing, the research should be able to show the importance of sustainable
production. The research should also look at the effects of sustainability of both
development and organization.

71
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