Production Management

Production Management
Maintenance Management
UNOM / DOMS / PSM PM / L 6 / S 1

Maintenance
• Very important to extend the useful life of
an asset
• Could improve existing capacity utilization
• Is NOT a repair function
• It is a combination of any actions carried
out to retain an item in, or restore it to, an
acceptable condition

Maintenance
• It ensures that the entire production

system is kept reliable, productive, and
efficient
• Also known as ‘physical assets
management’ which is synonymous with
the word ‘Tero-technology’

Tero-technology
• It means total maintenance

• Takes into account all aspects of plant
machinery from Design to Discard viz.
design, manufacture, installation,
commissioning, maintenance,
replacement, and removal of the
equipment

Tero-technology
• Aims at optimum utilization of physical

assets in pursuit of economic life-cycle
costs
• Concerned with the specification and
design for reliability and maintainability of
plant, machinery, equipment, buildings,
and structures

Tero-technology
• Critical scrutiny of the designs to ensure
reliability and maintainability of the plant
and machinery
&
• To identify weaknesses in designs
requiring modifications
is Design Audit

Objectives of Maintenance
• To maximize the availability and reliability
of all assets
• To obtain maximum return on investment
• To extend the useful life of assets by
minimizing the wear and tear
• To ensure operational readiness of all
equipment at all times
• To ensure safety of personnel using the
facilities
Reasons for maintenance
in spite of automation
• When plant output capacities are raised,
downtime (when the plant is out of
operation) becomes more costly
• Dependence on control systems can
produce total disruption when a machine
in a process fails
• To reduce operator’s intervention to
compensate for machine error

Failure Analysis
• Is vital in taking decisions pertaining to

maintenance planning
• To identify the nature and occurrence of
failures with respect to time

Failure Analysis
• Failure rate is high when the equipment is
new or newly installed
• After the initial phase, the failures are
relatively low
• This is known as ‘hyper exponential
distribution’
• It is a sign of design defects or installation
defects
Failure Analysis
• Equipments fail due to ‘ageing’ and wear
and tear
• Such failure could be represented by
symmetrical bell shaped normal
distribution
• Failures in between these two extremes
take place for many reasons
• This can be approximated to a negative
exponential distribution
Failure Analysis
• The three distributions are combined in the

‘bath tub curve’
• MTBF (Mean time between failure)
provide data for determining system
reliabilities, availabilities, expected lives
etc.

Availability (A) of a plant

Types of Maintenance Systems
(Emergency Maintenance)
• Unplanned maintenance in an emergency

situation
• May cause extensive damage to assets,
personnel
• Leads to loss of production of greater
magnitude

(Planned Maintenance)
• Organized maintenance
• Carried out with forethought and control
• Records are maintained
• Can be classified into preventive and
corrective maintenance

(Preventive Maintenance)
• Also known as ‘Diagnostic or Predictive
Maintenance’
• Can be carried out when the machine is
running or shut down
• Can be time based or condition based
• ‘A stitch in time saves nine’ is the basic
philosophy

(Time-based Preventive Maintenance)
• Usually carried out in the third stage of the

‘bath tub failure’
• Total costs of replacement of the item
should be substantially less than those of
failure replacement repairs

(Condition-based Maintenance)
• Carried out in response to a significant
deterioration in the unit
• A technique called SIGNATURE
ANALYSIS is used in this case
• It continually monitor the health of the
equipment by recording signals from
noise, vibrations, acoustic and thermal
emission, pressure etc

(Condition-based Maintenance)
• Reduces injuries and fatal accidents

caused by machineries
• Enables the plant to be stopped safely
when instant shutdown is not permissible
• Permits advanced planning to reduce the
effect of impending breakdowns

(Corrective Maintenance)
• Carried out to restore an item which has

ceased to meet an acceptable condition
• Involves minor repairs

(Design-out Maintenance)
• Aims at minimizing the effect of failure and

at eliminating the cause of maintenance
• Pinpoint the defects in the design of the
equipment
• Poor design leads to frequent breakdowns

Maintenance Planning and Control
• This has three phases:

1. Preparation
2. Operation
3. Progression

Maintenance Planning and Control:
Preparation
• Total maintenance planning involves

planning, controlling and recording all the
work done
• In a controlled situation, time spent on
emergency work will be minimum

Preparation – the various steps
• Maintenance Request
Know exactly what the labour force is
doing and the duration of each task
It comes from the production staff detailing
the defect to be rectified
‘Cause” is identified ‘before’ or ‘after’
rectifying the fault

• Assets / Facility Register
To establish what is to be maintained
Each asset is identified by name and
code, description, reference numbers
pertaining to manufactures, suppliers,
users, location etc.
Items are recorded in a register or card-
index form
Then they are classified and sub-divided in

terms of asset usage/availability and
technical groups for maintenance
Assets register is the information centre of

the planned maintenance system

• Maintenance Schedule
To be prepared for every item listed in the
register
It indicates the grade of labour required,
frequency of the work to be done with
details and estimated time for execution

• Work/Job Specifications
Compiled from maintenance schedules
Means of communication between
engineer and tradesman
Specifications for activities vary according
to the system, labour requirements,
complexity of the items to be maintained

• Programming Annual and Weekly planned
Maintenance Programmes
Planned maintenance reduces the demands on
the maintenance department for major overhead
work to be carried out during annual shutdown
periods
Weekly planning maintenance programme is
derived from annual planned maintenance

Tactical planning is required at the weekly
level
Weekly planning programme is to be
communicated at least a week ahead

• Inspection Report
Reports the results of planned productive
maintenance inspection
It closely resembles the maintenance
request
It is to be used by and for maintenance
supervision and by the maintenance
controller and his staff
• History Records
A detailed historical record of the results of
maintenance on every machine is to be
built
It provides information about:
(i) the percentage of planned work
achieved
(ii) ratio of planned to unplanned work
(iii) downtime for the period

(iv) maintenance requirement
comparisons between individual assets,
types of asset, or group of assets
(v) indicators for reliability of the
products of particular manufacturers

(vi) trends in spare-parts consumption

(vii) equipment failure patterns
(viii) performance details for personnel

Planned Lubrication
• Routine lubrication is part of plant
maintenance
• Schedules are provided by the planning
engineers of oil companies
• It provides information on he number of
application points, frequency, method
(grease gun, oil can), amount and type of
lubricant

Planned Lubrication
• Is implemented in three phases

1. WHAT has to be lubricated
2. WHEN it has to be done
3. HOW it is to be carried out

Work Priority
• Maintenance work of emergency nature gets the
top priority
• But planned maintenance can reduce
emergency cases by 10%
• Maintenance of a running machine gets the next
priority
• If the request for maintenance work is not
relevant to a machine stoppage, it gets the least
priority and labelled as ‘not applicable’

Safety
• Some safety considerations are:
Guards to the machines
Protective clothing (helmet, goggles,
gas masks etc.)
Power isolation – use of fuses, locking
water and compressed air supplies, and
gas pipes

Safety
Pressure vessels, piped power,

lifting appliances – should have ‘permit’
system to open and/or close
Permit to work – carrying out
maintenance should remain valid for a
specific period

Operation
• Relates to decision-making
• Management to be effective and objective,
should have reliable, timely, and
appropriate information

Operation
• Routine Analysis – Labour and Cost
Set up operational procedures for routine
analysis of the results of maintenance
work
This helps to improve the level of work
planning and control
Wearing out of plant and machinery,
design faults are highlighted by routine
analysis
Operation
Reveals the changes in plant performance
as a result of productive maintenance
• Weekly analysis indicates:
(i) Maintenance hours activity
(ii) Maintenance request of jobs by cost,
centre, types of work
(iii) Inspection reports
(iv) Total downtime
Operation
(v) Cost of the time taken for maintenance
(vi) Overtime hour worked
(vii) Number and total wages of
maintenance personnel
• Machines placed in groups or sub-groups
helps to establish the trends in
breakdowns

Operation
• Work Measurement, Manning and Work
loading
Work planning in maintenance is possible
and desirable
Incentives motivate workers to do the work
effectively and efficiently
Provide correct tools and spare parts to
the workers
Operation
Work measurement will be successful if
applied the right environment, but
maintenance planning and control
techniques should be applied first
Employ work sampling schemes to arrive
at the total work content
Then estimate appropriate manning levels

Operation
Good maintenance planning system

greatly reduces emergencies in an
organization

Progression
• Critical Analysis
Is carried out from the maintenance data
May reveal that a small percentage (say
10%) of equipment contributing to about
70% of the breakdown time
• Defect Analysis
May reveal that 10% defects contributing
to about 70% of breakdown times
Operation

Operation

Operation
• Concentrate on the critical A types of

equipments and critical A* types of defects
• Devise suitable preventive maintenance
management schemes
• Maintenance problem could be attacked in
three steps

Operation
1. Can it be eliminated? If yes, then no
problem. If not, go to the next step
2. Can it be simplified? If yes, then no
problem. In not, go to the next step
3. Can it be improved? If yes, then no
problem. If not you have hardly any other
option

Maintenance Costing and
Budgeting
• Costing and budgeting covers:
(i) financial information on labour
(ii) expenditure on materials
(iii) allocation to various cost centres
(iv) manpower resources
(v) development of objectives with
programmes

Budgeting
• Cost control includes:
(i) capital projects
(ii) planned preventive maintenance
(iii) workshop services
• Other costs are;
wages and salaries, overhead charges,
materials costs, transport costs, and
sundry items
Budgeting
• Overhead charge is made up of charges
occurring within the maintenance
department plus overhead charges from
other departments (administration, general
management)
• Budget is prepared on the basis of the
different types of costs estimated for
different heads

Budgeting
• Budget must set objectives and strategies
for implementing the planned maintenance
programmes, completion of capital works,
and operation of a planned overhaul
programmes
• Main objective is to reduce allocation of
resources to corrective and emergency
maintenance and increase in planned
preventive work

Budgeting
• “Life-cycle cost” of an asset
• This includes:
1. Initial Cost (total costs of procurement
and setting to work
2. Ownership cost
3. Downtime cost

Budgeting
• Initial cost consists of:

(i) cost of services
(ii) cost of commissioning
(iii) cost of product support
(iv) cost of ancillary equipment

Budgeting
• Ownership cost consists of:

(i) annual cost of operation and
maintenance
(ii) multiplied and factored cost for life term
(iii) salvage value ( when the asset is
disposed)

Budgeting
• Downtime cost consists of:

(i) loss of use
(ii) repair costs
(iii) damage cost

Maintenance Performance
Indices
• In production, performance is rated on the
basis of output
• In maintenance, one strive to maximize
availability and reliability of the machines
and minimize downtime
• Maintenance, though a support function, is
linked to productivity

Indices

Indices

Indices

Indices

Indices

Production Management

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Production Management

UNOM / DOMS / PSM PM / L 6 / S 1

UNOM / DOMS / PSM PM / L 6 / S 2

• It ensures that the entire production

UNOM / DOMS / PSM PM / L 6 / S 3

• It means total maintenance

UNOM / DOMS / PSM PM / L 6 / S 4

• Aims at optimum utilization of physical

UNOM / DOMS / PSM PM / L 6 / S 5

UNOM / DOMS / PSM PM / L 6 / S 6

UNOM / DOMS / PSM PM / L 6 / S 8

• Is vital in taking decisions pertaining to

UNOM / DOMS / PSM PM / L 6 / S 9

• The three distributions are combined in the

UNOM / DOMS / PSM PM / L 6 / S 13

UNOM / DOMS / PSM PM / L 6 / S 14

• Unplanned maintenance in an emergency

UNOM / DOMS / PSM PM / L 6 / S 15

UNOM / DOMS / PSM PM / L 6 / S 16

UNOM / DOMS / PSM PM / L 6 / S 17

• Usually carried out in the third stage of the

UNOM / DOMS / PSM PM / L 6 / S 18

UNOM / DOMS / PSM PM / L 6 / S 19

• Reduces injuries and fatal accidents

UNOM / DOMS / PSM PM / L 6 / S 20

• Carried out to restore an item which has

• Involves minor repairs

UNOM / DOMS / PSM PM / L 6 / S 21

• Aims at minimizing the effect of failure and

UNOM / DOMS / PSM PM / L 6 / S 22

• This has three phases:

UNOM / DOMS / PSM PM / L 6 / S 23

• Total maintenance planning involves

UNOM / DOMS / PSM PM / L 6 / S 24

UNOM / DOMS / PSM PM / L 6 / S 25

Then they are classified and sub-divided in

Assets register is the information centre of

UNOM / DOMS / PSM PM / L 6 / S 27

UNOM / DOMS / PSM PM / L 6 / S 28

UNOM / DOMS / PSM PM / L 6 / S 29

UNOM / DOMS / PSM PM / L 6 / S 30

UNOM / DOMS / PSM PM / L 6 / S 31

(iii) downtime for the period

UNOM / DOMS / PSM PM / L 6 / S 34

(vi) trends in spare-parts consumption

UNOM / DOMS / PSM PM / L 6 / S 35

UNOM / DOMS / PSM PM / L 6 / S 36

• Is implemented in three phases

UNOM / DOMS / PSM PM / L 6 / S 37

UNOM / DOMS / PSM PM / L 6 / S 38

UNOM / DOMS / PSM PM / L 6 / S 39

Pressure vessels, piped power,

UNOM / DOMS / PSM PM / L 6 / S 40

UNOM / DOMS / PSM PM / L 6 / S 41

UNOM / DOMS / PSM PM / L 6 / S 44

UNOM / DOMS / PSM PM / L 6 / S 46

Good maintenance planning system

UNOM / DOMS / PSM PM / L 6 / S 47

UNOM / DOMS / PSM PM / L 6 / S 49

UNOM / DOMS / PSM PM / L 6 / S 50

• Concentrate on the critical A types of

UNOM / DOMS / PSM PM / L 6 / S 51