MAINTENANCE 1

Purposes of Maintenance
Purposes of Maintenance
Maintenance, Reliability, Availability
• Maintenance is the activities and actions that keep and support the proper
operation of a production system and prevents its interruptions by failures.
• Such activities include:
– Removal and replacement of failed items
– Repair of failed items
– Servicing of the system
– Calibrations
• The actions that support maintenance include:
– Training and labor management
– Processes management and Logistics
– Spares Inventory
 Maintenance, Reliability, Availability
• Reliability: It is he probability that a machine can
perform its intended functions properly for a
specified interval of time (t) under specified
conditions.
• Availability: Instantaneous probability that a machine
will be available to perform a mission at any time:
– A = Mean Time between Maintenance (MTBM)/Mean
down time + (MTBM)
– A = Mean Time Between Failures (MTBF)/Mean Time to
Repair + MTBF
 Productivity
• Productivity is a measure of output from a production process, per
unit of input.
• For example, labor productivity is typically measured as a ratio of
output per labor-hour, an input. Productivity may be conceived of
as a metric of the technical or engineering efficiency of production.
• As such, the emphasis is on quantitative metrics of input, and
sometimes output.
• Productivity is distinct from metrics of allocative efficiency, which
take into account both the monetary value (price) of what is
produced and the cost of inputs used, and also distinct from
metrics of profitability, which address the difference between the
revenues obtained from output and the expense associated with
consumption of inputs.
 Maintainability

• Maintainability is defined as the probability of performing a

successful repair action within a given time. In other words,
maintainability measures the ease and speed with which a system
can be restored to operational status after a failure occurs.
• For example, if it is said that a particular component has a 90%
maintainability in one hour, this means that there is a 90%
probability that the component will be repaired within an hour. In
maintainability, the random variable is time-to-repair, in the same
manner as time-to-failure is the random variable in reliability. As an
example, consider the maintainability equation for a system in
which the repair times are distributed exponentially.
• Its maintainability M(t) is given by:
• Where μ = repair rate.
 The bulk of maintenance procedures
• are:
• Preventive maintenance—the prevention of equipment
breakdowns before they happen. This includes inspections,
adjustments, regular service and planned shutdowns.
• Repair work—repairing equipment and troubleshooting
malfunctions in an effort to return the equipment to its
previous condition. These repairs may be reactive or
preventive.
• Improvement work—searching for better materials and
improved design changes to facilitate equipment reliability.
Repair work is often a part of improvement work.
 REACTIVE MAINTENANCE

• Reactive maintenance (also known as corrective maintenance)

involves all unscheduled actions performed as a result of system or
product failure.
• Basically, it is an attempt to restore the system/product to a
specified condition.
• The spectrum of activities within this level are :
• (1) failure identification,
• (2) localization and isolation,
• (3) disassembly,
• (4) item removal and replacement or repair in place,
• (5) reassembly, and
• (6) checkout and condition verification.
 REACTIVE MAINTENANCE
• This approach is mainly a response to machine
breakdowns.
• Unfortunately, many manufacturers are still in a reactive
mode of operation.
• Their main objective is to ship the product.
• If their manufacturing equipment breaks down, they fix it
as quickly as possible and then run it until it breaks down
again.
• This is an extremely unreliable process and is not the best
way to maximize the useful life span of one's assets..
 SCHEDULED MAINTENANCE

• Scheduled maintenance utilizes a previously developed maintenance

schedule for each machine tool.
• This is much like an oil change on an automobile that takes place every
three months or 3,000 miles, whichever comes first.
• While this is a broadly practiced technique in many manufacturing
organizations, it does possess some distinct disadvantages.
• The scheduled maintenance may take place too soon, while the machine
still operates well (15-20 percent of all components fail after a predictable
time), or it may come too late if the machine fails before the scheduled
maintenance time.
• In some cases, the machine may still be running but producing
unacceptable parts.
• Scheduled maintenance can be considered a part of preventive
maintenance known as fixed-time maintenance (FTM).
 PREDICTIVE MAINTENANCE

• Predictive maintenance involves performing maintenance on a

machine in advance of the time a failure would occur if the
maintenance were not performed.
• Of course, this means that one must calculate when a machine is
predicted to fail.
• In order to do this, the firm must collect data on variables that can
be used to indicate an impending failure (vibration, temperature,
sound, color, etc.).
• This data is then analyzed to approximate when a failure will occur
and maintenance is then scheduled to take place prior to this time.
• By seeking the correct level of maintenance required, unplanned
downtime is minimized.
 PREVENTIVE MAINTENANCE

• Preventive maintenance encompasses activities, including

adjustments, replacement, and basic cleanliness, that forestall
machine breakdowns.
• Preventive activities are primarily condition based.
• The condition of a component, measured when the equipment is
operating, governs planned/scheduled maintenance.
• Typical preventive maintenance activities include periodic
inspections, condition monitoring, critical item replacements, and
calibrations. In order to accomplish this, blocks of time are
incorporated into the operations schedule.
• One can easily see that this is the beginning of a proactive mode
rather than a reactive one.
• The purpose of preventive maintenance is to ensure that
production quality is maintained and that delivery schedules are
met. In addition, a machine that is well cared for will last longer and
 Advantages of
PREVENTIVE MAINTENANCE

• Current trends in management philosophy such as just-in-time

(JIT) and total quality management (TQM) incorporate
preventive maintenance as key factors in their success. JIT
requires high machine availability, which in turn requires
preventive maintenance. Also, TQM requires equipment that is
well maintained in order to meet required process capability.
• Preventive maintenance is also seen as a measure of
management excellence. It requires a long-term commitment,
constant monitoring of new technology, a constant assessment
of the financial and organizational tradeoffs in contracting out
versus in-house maintenance, and an awareness of the impact
of the regulatory and legal environment
 Advantages of
PREVENTIVE MAINTENANCE

• Safety. Machinery that is not well-maintained can become a safety hazard.

Preventive maintenance increases the margin of safety by keeping equipment
in top running condition.
• Lower cost. A modern and cost-effective approach to preventive maintenance
shows that there is no maintenance cost optimum. However, maintenance
costs will decrease as the costs for production losses decreases. Obviously, no
preventive maintenance action is performed unless it is less costly that the
resulting failure.
• Reduction in failures and breakdowns. Preventive maintenance aims at
reducing or eliminating unplanned downtime, thereby increasing machine
efficiency. Downtime is also reduced when the preventive maintenance
process gives maintenance personnel sufficient warning so repairs can be
scheduled during normal outages.
• Extension of equipment life. Obviously, equipment that is cared for will last
longer than equipment that is abused and neglected.
 Advantages of
PREVENTIVE MAINTENANCE

• Improved trade-in/resale value of equipment. If the equipment is to be

sold or traded in, a preventive maintenance program will help keep the
machine in the best possible condition, thereby maximizing its used value.
• Increased equipment reliability. By performing preventive maintenance on
equipment, a firm begins to build reliability into the equipment by
removing routine and avoidable breakdowns.
• Increased plant productivity. Productivity is enhanced by the decrease in
unexpected machine breakdown. Also, forecast shutdown time can allow
the firm to utilize alternate routings and scheduling alternatives that will
minimize the negative effect of downtime.
• Fewer surprises. Preventive maintenance enables users to avoid the
unexpected. Preventive maintenance does not guarantee elimination of all
unexpected downtime, but empirically it has proven to eliminate most of
it caused by mechanical failure.
 Advantages of
PREVENTIVE MAINTENANCE

• Reduced cycle time. If process equipment is incapable of running the

product, then the time it takes to move the product through the factory
will suffer.
• Taninecz found, from an Industry Week survey, that there is a strong
correlation between preventive maintenance and cycle-time reductions as
well as near-perfect on-time delivery rates. Also, approximately 35 percent
of the surveyed plants who widely adopted preventive maintenance
achieved on-time delivery rates of 98 percent, compared to only 19.5
percent for non-adopters.
• Increased service level for the customer and reduction in the number of
defective parts. These have a positive direct effect on stock-outs, backlog,
and delivery time to the customer.
• Reduced overall maintenance. By not allowing machinery to fall into a
state of disrepair, overall maintenance requirements are greatly decreased.
 TRENDS IN MAINTENANCE
• TPM: Total Productive Maintenance:
maximizes productivity
• RCM: Reliability Centered Maintenance:
maximized Reliability
 TOTAL PRODUCTIVE MAINTENANCE

• Total productive maintenance (TPM) is preventive maintenance plus

continuing efforts to adapt, modify, and refine equipment to
increase flexibility, reduce material handling, and promote
continuous flows.
• It is operator-oriented maintenance with the involvement of all
qualified employees in all maintenance activities.
• TPM has been described as preventive maintenance with these
three factors added: (
• 1) involving machine operators in preliminary maintenance activities
by encouraging them to keep machines clean and well lubricated;
• (2) encouraging operators to report indications of incipient distress
to the maintenance department; and
• 3) establishing a maintenance education and training program.
 TOTAL PRODUCTIVE MAINTENANCE

• Developed in Japan, TPM places a high value on

teamwork, consensus building, and continuous
improvement. It is a partnership approach among
organizational functions, especially production and
maintenance. TPM means total employee involvement,
total equipment effectiveness, and a total maintenance
delivery system. In order to achieve this, machine
operators must share the preventive maintenance
efforts, assist mechanics with repairs when equipment
is down, and work on equipment and process
improvements within team activities
 TOTAL PRODUCTIVE MAINTENANCE

• TPM places a "consultant" role with the operators and

allows them to:
– help the operator diagnose problems and restore equipment to
like-new condition;
– use appropriate technologies and standards to verify that the
equipment is in like-new condition after repair, overhaul, or
replacement;
– use this knowledge to assess the root cause of the problem so
that changes may be made to the design, operation, or
maintenance practices in the future;
– work with purchasing, engineering, operations, and maintenance
to modify procurement standards to assure maximum reliability
in future equipment.
 TOTAL PRODUCTIVE MAINTENANCE

• TPM's focus is on elimination of the major losses or inefficiencies

incurred in production activities.
• These losses include those due to obstruction of equipment
efficiency, manpower efficiency, and material and energy
efficiency.
• Based on their link to corporate goals, targets for eliminating or
reducing these losses are developed. Just as in activity-based cost
accounting where cost drivers are identified, the objective of
TPM is to identify variables that can demonstrate improved
performance.
• All major equipment losses are functionally related to availability,
performance, efficiency and/or quality rate so the improvement
resulting from the maintenance system can be measured by its
impact on overall equipment effectiveness (see below).
 Advantages of
TOTAL PRODUCTIVE MAINTENANCE
• Overall equipment effectiveness and overall efficiency are maximized.
• It takes the guesswork out of determining which machine needs
major repairs or rebuilding.
• It provides objectivity by converting the operator's intuition into
quantifiable values.
• It pinpoints exact maintenance requirement. The operator carries out
only the needed corrective actions so no unnecessary work, beyond
routine maintenance, is done.
• It rapidly verifies the effectiveness of major corrective work.
• Operators improve their job skills.
• Operators are motivated by involvement in maintaining their own
machines and by involvement in team-based concepts.
 Advantages of
TOTAL PRODUCTIVE MAINTENANCE
• Operator involvement in the process gives them ownership of
making the project a success.
• A preventive maintenance program for the lifecycle of the
equipment is developed.
• By getting everyone involved in equipment design and
selection, a better understanding of why certain decisions and
trade-offs are necessary results.
• Equipment and maintenance management (inherent in a
reliability strategy) result.
– Capacity is maximized.
– Costs are minimized.
– Product quality is improved.
– Improved safety.
 RELIABILITY-CENTERED MAINTENANCE

• It has been assumed that preventive maintenance

programs help to ensure reliability and safety of
equipment and machinery.
• However, tests performed by airlines in the mid-
1960s showed that scheduled overhaul of complex
equipment had little or no positive effect on the
reliability of the equipment in service.
• These tests revealed the need for a new concept of
preventive maintenance, which later became known
as reliability-centered maintenance (RCM).
RELIABILITY-CENTERED MAINTENANCE
• The concept of RCM is rooted in a 1968 working paper prepared
by the Boeing 747 Maintenance Steering Group.
• A refined version appeared in 1970.
• Continued studies at the Department of Defense led to the 1986
publication of the "Reliability Centered Maintenance
Requirements for Naval Aircraft, Weapons Systems and Support
Equipment," a set of maintenance standards and procedures
that certain military maintenance personnel were expected to
follow.
• The RCM methodology was further developed and found
application not only in the military and aviation, but also in the
energy, manufacturing, foundry, and transport industries.
RELIABILITY-CENTERED MAINTENANCE
• The RCM process can be considered as three
separate but associated analyses: failure mode
and effects analysis, consequence analysis,
and task analysis.
• These analyses consider the specific
characteristics and consequences of a failure
and attempt to arrive at the optimal solution
based on this information.
 OVERALL EQUIPMENT EFFECTIVENESS

• Total productive maintenance provides a systematic procedure

for linking corporate goals to maintenance goals.
• This procedure calls for the consideration of external and
internal corporate environments, and then the development of
a basic maintenance policy congruent with the environments.
• Next key points for maintenance improvement are identified,
which result in the definition of target values for maintenance
performance.
• These values, referred to as overall equipment effectiveness
(OEE), are a function of equipment availability, quality rate, and
equipment performance efficiency, and provide a starting point
for developing quantitative variables for relating maintenance
measurement and control to corporate strategy.
 OVERALL EQUIPMENT EFFECTIVENESS

• Essentially, OEE offers a measurement tool

that helps identify the real areas of
opportunity within an operation.
• These areas have been termed the "six big
losses." OEE allows the firm to break these
losses into smaller components to better
evaluate the impact the maintenance program
is making on the operation.
 OVERALL EQUIPMENT EFFECTIVENESS

The six losses are:

• Breakdowns from equipment failure (unplanned downtime)
• Setup and adjustments from product changes and minor adjustments
necessary to get the equipment operating properly after the line change
• Idling and minor stoppages due to abnormal operation of the equipment
causing momentary lapses in production, but not long enough to track as
downtime
• Reduced speeds, the discrepancy between design and actual speed the
equipment operates
• Process defects due to scrapped production and defects needing rework
• Reduced yield and lost materials during the manufacturing process, from
start-up to end of production run