UNIT V MAINTENANCE MANAGEMENT

Maintenance management involves keeping track of assets and parts. The purpose is to ensure that
production proceeds efficiently and the minimum amount of resources are wasted. This is
generally accomplished by a tailored combination of software, practices, and personnel that focus
on achieving these goals.

Objectives of maintenance management

Almost any business process has objectives and maintenance management is no different. The
five main objectives are:
 Budgeting
 Scheduling work
 Regulation compliance
 Optimizing work
 Improving safety

Budgeting
Maintenance managers usually work with a limited budget and they might have many different
items that need that budget. When there is greater budget transparency, there is greater potential
to leverage the funds available.

Scheduling work
Scheduling employees and personnel is always a delicate balancing act. When equipment is not
maintained, the company schedule can be quickly thrown off balance. This objective impacts many
more aspects of the company than just maintenance management.

Regulation compliance
It’s easy to lose track of all the regulations that you must keep track of in your company. However,
most of these regulations don’t change often and can be tracked fairly easily. Quality maintenance
management teams and software keep the needed information to comply with regulations at your
fingertips.

Optimizing work
Well-maintained equipment optimizes all the workflows involving equipment. In turn, this
optimizes employee efficiency and company productivity. In ideal circumstances, this creates a
loop of optimization and efficiency that serves the entire company.

Improving safety
Finally, safety levels increase when maintenance is properly managed. Equipment breaks down
less often, locations are better maintained, and the small risks, such as improperly cleaned floors
and shelves, are dealt with in a timely way.
Production maintenance system
It originates from Preventive Maintenance, and refers to the maintenance which includes
Corrective Maintenance and Maintenance Prevention, and is performed to increase the broadly
economic efficiency of production. In this maintenance, not only the comparison between them
regarding the decrease in equipment control cost and production improvement, but also
comprehensive integration of them are performed. These days the productive maintenance is
advancing and turning into the next stage of all-hands-type "Total Productive Maintenance
(TPM)", an autonomous maintenance based on small groups' activities.
Productive maintenance is a combination of processes for controlling production, safety, and
quality systems, focusing on the assets, people, and processes that add value to an organization.
Although it has its roots in the Japanese automotive industry, today companies worldwide and
across industries use it to systematically cut downtime and improve safety. The process begins by
arranging everything in your facility to make life easier for everyone. The 5S foundation includes
the specific, ordered steps, sort, set in order, shine, standardize, and sustain. From there, you move
on to the eight pillars of total productive maintenance, which you can do in any order.
It’s important to remember that many of these are iterative, so you need to keep going back and
redoing them. Because there are many steps and many of them depend on timing activities across
the department, a modern CMMS solution makes implementing TPM much easier.

MAINTENANCE POLICY
The Property Management Department of (Org. Name) is responsible for managing the
maintenance function in the most cost effective manner possible while maximizing the useful life
of SHA’s Real Estate Portfolio and providing the best service to the residents. The following policy
statements are designed to establish the structure of an effective and efficient maintenance system.
Maintenance system shall include certain components:
A. A system of priorities for work requests
B. Comprehensive working procedures
C. Performance goals
D. A work order system;
E. A skills training program
F. A long-range planning system
Planning
Planning is the function of management that involves setting objectives and determining a course
of action for achieving those objectives. Planning requires that managers be aware of
environmental conditions facing their organization and forecast future conditions. It also requires
that managers be good decision makers.
Planning is a process consisting of several steps. The process begins with environmental scanning
which simply means that planners must be aware of the critical contingencies facing their
organization in terms of economic conditions, their competitors, and their customers. Planners
must then attempt to forecast future conditions. These forecasts form the basis for planning.

Organization
Organization is the function of management that involves developing an organizational structure
and allocating human resources to ensure the accomplishment of objectives. The structure of the
organization is the framework within which effort is coordinated. The structure is usually
represented by an organization chart, which provides a graphic representation of the chain of
command within an organization. Decisions made about the structure of an organization are
generally referred to as organizational design decisions.
Organizing also involves the design of individual jobs within the organization. Decisions must be
made about the duties and responsibilities of individual jobs, as well as the manner in which the
duties should be carried out. Decisions made about the nature of jobs within the organization are
generally called “job design” decisions.
Organizing at the level of the organization involves deciding how best to departmentalize, or
cluster, jobs into departments to coordinate effort effectively. There are many different ways to
departmentalize, including organizing by function, product, geography, or customer. Many larger
organizations use multiple methods of departmentalization.

ECONOMICS OF MAINTENANCE:
The term maintenance expense refers to any cost incurred by an individual or business to keep
their assets in good working condition. These costs may be spent for the general maintenance of
items like running anti-virus software on computer systems or they may be used for repairs such
as fixing a car or machinery.
Life-cycle cost analysis (LCCA) is a tool to determine the most cost-effective option among
different competing alternatives to purchase, own, operate, maintain and, finally, dispose of an
object or process, when each is equally appropriate to be implemented on technical grounds. For
example, for a highway pavement, in addition to the initial construction cost, LCCA takes into
account all the user costs, (e.g., reduced capacity at work zones), and agency costs related to future
activities, including future periodic maintenance and rehabilitation. All the costs are usually
discounted and total to a present day value known as net present value (NPV). This example can
be generalized on any type of material, product, or system.
In order to perform a LCCA scoping is critical - what aspects are to be included and what not? If
the scope becomes too large the tool may become impractical to use and of limited ability to help
in decision-making and consideration of alternatives; if the scope is too small then the results may
be skewed by the choice of factors considered such that the output becomes unreliable or partisan.
Usually the LCCA term implies that energy and environmental costs are included, whereas the
similar Whole Life Costing generally has a reduced scope.

Manpower Planning
Manpower Planning which is also called as Human Resource Planning consists of putting right
number of people, right kind of people at the right place, right time, doing the right things for
which they are suited for the achievement of goals of the organization.
Human Resource Planning has got an important place in the arena of industrialization. Human
Resource Planning has to be a systems approach and is carried out in a set procedure. The
procedure is as follows:

1. Analysing the current manpower inventory

2. Making future manpower forecasts
3. Developing employment programmes
4. Design training programmes

Importance of Manpower Planning

Key to managerial functions- The four managerial functions, i.e., planning, organizing, directing
and controlling are based upon the manpower. Human resources help in the implementation of all
these managerial activities. Therefore, staffing becomes a key to all managerial functions.
Efficient utilization- Efficient management of personnels becomes an important function in the
industrialization world of today. Seting of large scale enterprises require management of large
scale manpower. It can be effectively done through staffing function.
Motivation- Staffing function not only includes putting right men on right job, but it also comprises
of motivational programmes, i.e., incentive plans to be framed for further participation and
employment of employees in a concern. Therefore, all types of incentive plans becomes an integral
part of staffing function.
Better human relations- A concern can stabilize itself if human relations develop and are strong.
Human relations become strong trough effective control, clear communication, effective
supervision and leadership in a concern. Staffing function also looks after training and
development of the work force which leads to co-operation and better human relations.
Higher productivity- Productivity level increases when resources are utilized in best possible
manner. higher productivity is a result of minimum wastage of time, money, efforts and energies.
This is possible through the staffing and it's related activities ( Performance appraisal, training and
development, remuneration)
Materials Planning

Material planning is the scientific method of planning and determining the requirements of
consumables, raw materials, spare parts and other miscellaneous materials essential for the
production plan implementation. This plan forms a sub- component of the overall organizational
plan, hence it is always derived from the overall organizational plan. Material planning essentially
carries out the process of forecasting and planning of procurement of materials.

Material Planning Factors

There are two major factors influencing the material planning, they are:
1. Macro factors: These include factors such as business cycles, import and export p [policies,
price trends, credit policy and other global factors.
2. Micro factors: These factors include the internal organization factors such as production plan,
investments, corporate policies, inventory holding. Other essential factors such as the time of
procurement, working capital, acceptable inventory levels, delegation of power seasonality also
influence the material planning.

The key factors influencing material planning can also be shown as inputs from:
1. Based on the forecasting & project management type.
2. Total manufacturing order & service order.
3. Capacity which needs to be produced as well as distribution metrics.
4. Finally, depending upon the purchase order & customer order.

Material Planning can be carried out by:

1. Requirement based on past consumption
2. Material Resource Planning (MRP): MRP starts with the production plan of the concerned
manufacturing. Once the annual production plan is determined, the material requirement is
calculated by detailed analysis of materials not in use, the ones not in use and requiring
procurement, lead time of procurement etc.

spare parts planning and control

Spare Parts Planning (SPP) is the planning module of the SAP SPM solution integrated within the
Supply Chain Management (SCM) Business Suite of SAP. It has been specifically designed to
meet the requirements of the spare parts business, among which the most significant ones are listed
below. Many other industries can also take advantage of the numerous SPP advanced planning
features.
Industry-specific requirements:
• Nowadays customers expect more and more a high service level regarding the service parts.

• Aftermarket companies are typically dealing with a very high number of SKU’s( Stock Keeping
Unit ). Several hundreds of thousands active product references are not unusual.
• The distribution network, and as a consequence the planning processes, are more complex than
in a normal supply chain. Dynamic distribution networks, horizontal moves and re-
manufacturing processes, among others, are standard attributes of service parts supply chains.
• Single customers can typically be supplied by multiple distribution centers depending on the
parts and their dynamic stocking policies.
• High variability of the parts portfolio in term of volume and demand patterns, physical
dimensions, price.

Service parts planning is concerned with the forecasting , inventory planning , procurement and
distribution of service parts to the customer facing location in order to keep the target service
levels. The process for service parts planning are shown in figure 1.1 and range from capturing of
the demand to the planning of the procurement and stock transfer.
Evaluation of maintenance management:
Evaluation and management (E/M) services are cognitive (as opposed to procedural) services in
which a physician or other qualified healthcare professional diagnoses and treats illness or injury.
Nearly all physicians provide E/M services, however most services that infectious diseases
physicians provide are of the E/M type. Appropriate documentation and coding of E/M services
are vital to capturing the medical services provided to infectious diseases patients and therefore
are also vital for appropriate reimbursement and compensation. IDSA has curated resources for ID
physicians and their staff to assist in a better understand E/M coding.

Importance of Evaluation

Evaluation provides a systematic method to study a program, practice, intervention, or initiative

to understand how well it achieves its goals. Evaluations help determine what works well and what
could be improved in a program or initiative. Program evaluations can be used to:

 Demonstrate impact to funders

 Suggest improvements for continued efforts
 Seek support for continuing the program
 Gather information on the approach that can be shared with others
 Help determine if an approach would be appropriate to replicate in other locations with
similar needs