Introduction to

Operations Management

Talk 8:
Maintenance
Linh Phuc
Email: tgkhoafmt01@hanu.edu.vn
MSTeam: tgkhoafmt10@hanu.edu.vn
• Reading material: Chapter 17, Jay Heizer, Barry Render (2020). Operations
Management, Sustainability and Supply chain management, edition 13th. Pearson.

• Case study: P. 712, Chapter 17, Jay Heizer, Barry Render (2020). Operations
Management, Sustainability and Supply chain management, edition 13th. Pearson.
Content
• The Strategic Importance of Maintenance and
01 Reliability

• Reliability tactics
02

• Maintenance tactics
03

• Total Productive Maintenance

04
01 Maintenance and Reliability
A. Objective of Maintenance and Reliability
B. Three types of Maintenance
 The probability that a machine
The activities involved in part or product will function
maintaining capability of properly for a specified time
the system. under stated conditions.

A. The objective of maintenance and reliability

is to maintain the capability of the system.
 B. Three types of Maintenance
RESOURCES/ APPLICATION
MAINTENANCE TYPE ADVANTAGES DISADVANTAGES TECHNOLOGY EXAMPLE
REQUIRED
Breakdown maintenance: No prior work Disruption of May need Office copier
Remedial maintenance that required production, labor/parts at
injury or death odd hours
occurs when preventive
maintenance fails and
equipment/facilities must be
repaired on an emergency or
priority basis.
Preventive maintenance: Work can be Labor cost, may Need to Relamping,
A plan that involves scheduled replace healthy obtain machine
components labor/parts lubrication
monitoring equipment and for repairs
facilities, and performing
routine inspections and service
to keep equipment and
facilities reliable.
Predictive maintenance Impending Labor costs, Vibration Vibration and
Using advanced technologies failures can be costs for equipment or oil analysis of
detected & detection purchased a large
to monitor and predict work equipment and services gearbox
equipment failure. scheduled services
 The probability that a machine
part or product will function
properly for a specified time
under stated conditions.

02 Reliability tactics

A. Improving individual components

B. Providing redundancy
• Backup Redundancy
• Parallel Redundancy
 A. Improving individual components
• As the number of
components (n) in a series
increases, the reliability of
100 – the whole system declines
n=1 very quickly.
Reliability of the system (percent)

• To improve the reliability of

80 – n=1 the whole system, it’s
0
important to increase the
reliability of individual
60 – components.

• How? By training operation

n= personnel, using better
40 – n 50
= material, conducting
10 regular maintenance.
n= 0
20 – 20
n= 0
n
=

30
0
40
0

| | | | | | | | |
0 –
100 99 98 97 96
Average reliability of each component (percent)
B. Providing redundancy
Redundancy: The use of backup components or parallel paths to raise
reliability.

Backup Redundancy Parallel Redundancy

Back up a component with other Provide parallel paths, which are
component(s) to increase the assumed to be independent;
reliability of the system therefore, success on any one path
allows the system to perform.
R1
R1 R2 R3 0.95
R2 R3
0.90 0.80 0.975 0.975
0.90 0.80 0.99 R4
0.95
 The activities involved in
maintaining capability of the
system.

03 Maintenance tactics

A. Implementing Preventive Maintenance

B. Increasing Repair Capabilities
A. Implementing Preventive Maintenance
 The traditional view attempted to balance preventive and breakdown maintenance
costs
 Typically, this approach failed to consider the full costs of a breakdown
 Inventory
 Employee morale
 Schedule unreliability
 Etc.
A. Implementing Preventive Maintenance (cont.)
 With good reporting techniques, firms can maintain records of individual processes,
machines or equipment.
 Such records can provide a profile of both the kinds of maintenance required and the
timing of maintenance needed.
Data Files Output Reports

Equipment file Inventory and

with parts list purchasing reports

Maintenance Equipment
and work order parts list
schedule

Repair Equipment
history file history reports

Inventory of Cost analysis

spare parts (Actual vs. standard)

Personnel data
with skills, Work orders
wages, etc.
B. Increasing Repair Capabilities
1. Well-trained personnel
2. Adequate resources
3. Proper application of the three types of maintenance
4. Continual improvement to improve equipment/ system
reliability
5. Decide where repairs are to be performed

Operator
(autonomous Maintenance Manufacturer’s field Depot service
maintenance) department service (return equipment)
Competence is higher as we move to
the right, and also costs and
replacement time.
Preventive
maintenance costs less and
is faster the more we move to the left

Increasing Operator Ownership Increasing Complexity

 Total Productive Maintenance
04 (TPM)
Combines total quality management with a strategic view of
maintenance from process and equipment design to preventive
maintenance.

8 pillars of TPM

5S
Pillar What Is It? How Does It Help?
Focused Have small groups of •Recurring problems are identified and resolved by cross-functional
Improvement employees work together teams.
proactively to achieve •Combines the collective talents of a company to create an engine
regular, incremental for continuous improvement.
improvements in
equipment operation.
Autonomous Places responsibility for •Gives operators greater “ownership” of their equipment.
Maintenance routine maintenance, •Increases operators’ knowledge of their equipment.
such as cleaning, •Ensures equipment is well-cleaned and lubricated.
lubricating, and •Identifies emergent issues before they become failures.
inspection, in the hands •Frees maintenance personnel for higher-level tasks.
of operators.
Quality Design error detection •Specifically targets quality issues with improvement projects
Maintenance and prevention into focused on removing root sources of defects.
production processes. •Reduces number of defects.
Apply Root Cause •Reduces cost by catching defects early (it is expensive and
Analysis to eliminate unreliable to find defects through inspection).
recurring sources of
quality defects.

Planned Schedules maintenance •Significantly reduces instances of unplanned stop time.

Maintenance tasks based on predicted •Enables most maintenance to be planned for times when
and/or measured failure equipment is not scheduled for production.
rates. •Reduces inventory through better control of wear-prone and
failure-prone parts.
Pillar What Is It? How Does It Help?
Early Directs practical •New equipment reaches planned performance levels much faster
Equipment knowledge and due to fewer startup issues.
Management understanding of •Maintenance is simpler and more robust due to practical review
manufacturing equipment and employee involvement prior to installation.
gained through TPM
towards improving the
design of new equipment.
Training and Fill in knowledge gaps •Operators develop skills to routinely maintain equipment and
Education necessary to achieve TPM identify emerging problems.
goals. Applies to •Maintenance personnel learn techniques for proactive and
operators, maintenance preventative maintenance.
personnel and managers. •Managers are trained on TPM principles as well as on employee
coaching and development.
Safety, Maintain a safe and •Eliminates potential health and safety risks, resulting in a safer
Health, healthy working workplace.
Environment environment. •Specifically targets the goal of an accident-free workplace.
(EHS)

TPM in Apply TPM techniques to •Extends TPM benefits beyond the plant floor by addressing waste
Administration administrative functions. in administrative functions.
•Supports production through improved administrative operations
(e.g., order processing, procurement, and scheduling).
Thank you