Lec 89 Maintenance

ARAB ACADEMY College of Engineering & Technology
for Science, Technology and Maritime Transport Mechanical Engineering Department

Mechatronics Program
ME 542 Maintenance Planning
Maintenance control comprises the following three important functions:

1. Work order coordination and planning.
2. Work order processing.
3. Information feedback and corrective action.
Work order coordination is concerned with satisfying maintenance demand, and the necessary
capacities of maintenance resources.
Work order processing is concerned with work order release, scheduling, and work report.
The feedback deals with information gathering and decision tasks for achieving set goals and
objectives.
Page 2
1.1 Work Order Coordination and Planning

The work order coordination function plans and
coordinates the different types of maintenance
requests on the basis of operational constraints,
availability of resources, and priority.
This function consists of four decision functions:

1. Preventive maintenance (PM) planning.
2. Corrective maintenance classification.
3. Adaptive maintenance acceptance.
4. Maintenance capacity adjustment.
Structure of Work Order Coordination

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1. Preventive maintenance planning deals with the monitoring of the PM plan and generating
the necessary PM work orders.
The PM planning results in two flows of work:
Fixed work orders which have to be executed by maintenance as planned.
Advanceable work orders for which ultimate acceptance and execution have to be decided.
2. Corrective maintenance classification comprises the specification of the corrective

maintenance work orders “Priority System according to the consequences of failure on
production”.
Corrective maintenance classification results in two types of workflow:
Rush work orders, which have to be carried out on an emergency basis.
Postponable work orders that can be used as buffer-awaiting scheduling.
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3. Adaptive maintenance acceptance attempts to smooth the work executed by the
maintenance department.
Advanceable and postponable maintenance tasks are scheduled around rush orders when
material and manpower are available. The size of these buffer work orders should be between a
minimum and a maximum level.
If the buffer becomes below the minimum that provides a signal to the planner to activate PM
planning to release more PM work orders. In case the maximum level is exceeded, this signals
the need for overtime or contract maintenance.
Adaptive maintenance acceptance results in two types of work:
The first type should be done externally, and
The second type will be accomplished internally.
4. Maintenance capacity adjustment is a function needed to evaluate whether the current

resources meet the maintenance demand. Issues such as the need for overtime or contract
maintenance are evaluated by this function.
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1.2 Work Order Processing

Work order processing focuses on realizing the work orders according to the agreements and
the objectives that have to be met, taking into account the short-term production schedule.
It consists of the following three control functions:
1. Work order release,
Decide how much work should be released per
period while taking into consideration the capacity
of manpower and material.
2. Work order scheduling, and
Matching resources with work and the time necessary
for executing the work order at a given time.
The final schedule provides the approximate time of
completed work.
3. Work order dispatching.

The sequencing (procedures) of work and
allocating it to a specific capacity type.
Structure of Work Order Processing
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1.3 Information Feedback and Corrective Action

Feedback information and corrective action is concerned with the collection of data about the
status of the work execution, system availability, work backlog, and quality of work performed.
Then, this information is analyzed, and appropriate action is formulated to improve the
following:
1. Work Control.
2. Cost Control.
3. Quality Control.
4. Plant Condition Control.
1.3.1 Work Control
This type of control monitors the work status and the accomplished work to investigate if the work is
done according to standards (quality and time). A set of reports are generated in this category:
The crafts utilized for the job and their productivity (indicate the maintenance work is performed
using overtime).
Other reports that are useful for work control are: backlog analysis, percentage of emergency
maintenance to planned maintenance, and percentage of repair jobs originated as a result of PM. All
these reports reflect some sort of efficiency measures.
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1.3.1 Work Control
The backlog report is very essential for work control. It is a good practice to maintain a weekly
backlog report by craft. The report should indicate the cause of the backlog. The size of a
healthy backlog ranges between two and four weeks of manhours of maintenance work.
An excessive or too little backlog necessitates corrective action.
In case a downtrend in the backlog is identified, one of the following actions may be taken:
1. Reduce contract maintenance.
2. Consider transfer between departments or crafts.
3. Downsize the maintenance workforce.
If the backlog is increasing and a clear trend is identified, a corrective action is needed which
may include one of the following:
1. Increase contract maintenance.
2. Transfer between departments or crafts.
3. Schedule cost-effective overtime.
4. Increase maintenance workforce.
The total backlog should be controlled using statistical process control tools. Control charts are
graphs with a center-line average and two control limits. (average for the backlog for several
periods, upper and lower control limits are functions of the variability in the backlog).
Page 8
Backlog Analysis Report

Control charts are graphs with a center-line average and two control limits. The center-line
average for the backlog is the average of the backlog for several periods. The upper and lower
control limits are functions of the variability in the backlog.
Control charts for backlog
Weekly Weekly
i Month Week1 Week 2 Week 3 Week 4 Avg
average X range Ri
1 January 180 170 200 210 190 40 192.45833
2 February 200 216 250 226 223 50 192.45833
3 March 180 160 150 190 170 40 192.45833
4 April 170 175 160 190 174 30 192.45833
5 May 210 206 226 190 208 20 192.45833
6 June 195 185 175 205 190 30 192.45833
192 35
Backlog Chart Control

sigma=R/d2 sigma 16.999 242
x+3sigma UCL 243.45396 222

Xbar 192
x-3sigma LCL 141.4627 202
Backlogs
182
162
142
0 1 2 3 4 5 6 7
Months
Monthly Backlog Xbar
R is the range of the sample,

σ is the standard deviation of the normal distribution
n is the size of the sampling
d2 values for different sample size with respect to standard deviation
Page 9

1.3.2 Cost Control
The maintenance cost consists of the following:
1. Direct maintenance costs which are (labor, spare parts, material, equipment, and tools).
2. Operation shutdown cost due to failure.
3. Cost of quality due to product non-conformity, as a cause of machine capability (NC report).
4. Redundancy cost due to equipment backups.
5. Equipment deterioration cost due to lack of proper maintenance.
6. Cost of over-maintaining.
All information about cost is available on the worker order.
A Cost Report for the maintenance should be issued monthly, (to control maintenance costs).
The cost reports will indicate which are the most needed cost reduction programs. The areas
where cost reduction programs can be launched are as follows:
1. Considering the use of alternative maintenance materials.
2. Modifying inspection procedures.
3. Revising maintenance procedures, particularly making adjustments in the size of crew and
methods.
4. Redesigning material handling procedures and the workshop layout.
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1.3.3 Quality Control
Maintenance has a direct link to the quality of products. Well-maintained equipment produces
less scrap than poorly maintained equipment.
A monthly report on the percentage of repeated jobs and product rejects may help identify
which machine requires an investigation.
Corrective action should be taken to solve the problems. The action may entail a modification in
the current maintenance policy and training of crafts.
For example:
The capability of a machine tool “manufacturing of shaft diameter = 20.05 mm” that is in top conditions
may have a tolerance distribution that has 99 % of the product within specifications. However, a worn
machine will have more vibration. The tolerance distribution of a worn machine will be wider about 95 %
“the shaft diameter = 20.15mm”, and a lower percentage of the production will be within specification.
What is the difference between (remedy – correction – corrective action) ???
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1.3.4 Plant Condition Control
Plant condition control requires an effective system for recording failures and repairs for critical
and major equipment in the plant. This information is usually obtained from the work order
and equipment history file. The records in the equipment history file include the time of
failure, the Cause of failure, the repairs undertaken, total downtime, and machines and spares
used.
A monthly maintenance report should include downtime of critical and major equipment and
their availability.
If excessive downtime is recorded and the equipment availability and readiness is low,
corrective action should be taken to minimize the occurrence of failure.
The corrective action may require the establishment of an improvement program or a planned
maintenance program or both.
Page 12
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ARAB ACADEMY College of Engineering & Technology

for Science, Technology and Maritime Transport Mechanical Engineering Department

Maintenance control comprises the following three important functions:

1.1 Work Order Coordination and Planning

This function consists of four decision functions:

Structure of Work Order Coordination

1.1 Work Order Coordination and Planning

2. Corrective maintenance classification comprises the specification of the corrective

1.1 Work Order Coordination and Planning

4. Maintenance capacity adjustment is a function needed to evaluate whether the current

1.2 Work Order Processing

3. Work order dispatching.

1.3 Information Feedback and Corrective Action

1.3 Information Feedback and Corrective Action

Backlog Analysis Report

Backlog Chart Control

x+3sigma UCL 243.45396 222

Monthly Backlog Xbar

R is the range of the sample,

1.3 Information Feedback and Corrective Action

1.3 Information Feedback and Corrective Action

1.3 Information Feedback and Corrective Action

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