Maintenance Notice 2
Maintenance Notice 2
Maintenance Notice 2
Course content:
The meaning and value of maintenance. Overview of damage mechanisms and their
maintenance burden; evaluation of equipment function reduction loss. Failure models, effects
and critically analysis, failure prevention. Maintenance planning (planned preventive,
planned corrective maintenance, condition monitoring techniques). Maintainability and
reliability assessment. Organising for maintenance. Maintenance cost analysis and reduction.
Computer applications in maintenance engineering.
OBJECTIVES:
• To enable the student to understand the principles, functions and practices adapted in industry
for the successful management of maintenance activities.
• To explain the different maintenance categories like Preventive maintenance, condition
monitoring and repair of machine elements.
• To illustrate some of the simple instruments used for condition monitoring in industry.
CONDITION MONITORING
Condition Monitoring – Cost comparison with and without CM – On-load testing and off-load
testing – Methods and instruments for CM – Temperature sensitive tapes – Pistol thermometers –
wear-debris analysis
Workforce control:
Determination of exact workforce required to meet the maintenance objectives of the system is
difficult task due to the element of uncertainty. Hence the proper control and monitoring of
workforce are needs to be ensured.
• Job Distribution
• Programme
• Man Power Allocation
• Staffing
• Planning Techniques
• Planning Procedure.
• Maintenance Control
Job Distribution:
The first and foremost task in maintenance planning is the distribution of the pots to the
personnel for preventive and emergence maintenance works.
Programme:
A maintenance programme is a well formulated combination of the available skills and resources
that ensures optimum and appropriate utilization to meet the objective of the organization.
Staffing:
It is the task of provided the required manpower for the maintenance function. The advantage of
preventive maintenance is that the work can be planned and scheduled properly for the effective
use of resources.
Planning Techniques:
The planning methods are Gantt charts, Critical path method are recently used for maintenance
planning and scheduling.
Maintenance Control:
It is the auditing technique to ensure the effective utilization of the maintenance budget. This
involves the integration of with the system.
• Minimization of overtime.
• Improvement in availability of system.
• Extended life of equipment.
• Safety and smooth operation of the process
• Provide adequate back up supply
• Minimization of normal expected wear and tear of equipment.
• Safety of the personal involved in the organization.
• Increased reliability of the system.
• Provide proper working environment.
RELIABILITY IN MAINTENANCE
The concept of reliability has found increased use in industries engineering maintenance and
management.
RELIABILITY (R)
Reliability is the probability of a device performing its purpose adequately for the period
intended under the give operating conditions.
Reliability Model:
A basic measurement of the reliability of the product i.e. its probability, is that of mean time
between failures. Suppose that products are taken at random from a large group and let all of
them fail during the time period then the probability of failure during the period “t” is given by;
Pt = nt N
It is necessary to evaluate the performance of the product over the intended length of time T for
the determination of reliability.
Thereafter a large number of products are tested so that the relative frequency becomes a smooth
function f(t) of time. Then reliability expressed by
Failure rate is approximately constant in that of the practical cases. Then function assumes the
form of the exponential probability function as given by
PROBABILITY OF FAILURE
The probability of failure is the ratio of the number of units that failed at specified period of time
to the total population.
TYPES OF RELIABILITY:
Reliability can be generally of two types
• Inherent Reliability: It is associated with the quality of the material and design of
machine parts.
• Achievable Reliability: It depends upon other factor such as maintenance and operation
of the equipment.
MAINTAINABILITY
It is a concept closely related to the characteristics of equipments design and installation. It is
defined as the probability that a unit or system will be restored to specified working conditions
within a given period when maintenance action is taken in accordance with the prescribed
procedures and resources.
AVAILABILITY
It is the ratio of the time at which the equipment is available for the designated operation service
to the total time of operation and maintenance of the equipment. It is also defined as the ratio of
equipments uptime to the equipment down time over a specified period of time.
The three types of availability are:
• Inherent availability
• Achieved availability
• Operational availability
Inherent availability
It is the probability that a system or equipment shall operate satisfactorily when used under
prescribed conditions in an ideal support environment without any scheduled or preventive
maintenance at any given time.
Inherent availability = MTBM/MTBM+MTTR
Operational Availability
In industrial system a certain amount of delay will always caused by time element such as
supply downtime and administrative downtime.
Operational availability = MTBM/ MTBM+MDT
Where MOT is the mean downtime is the satisfied number of the downtimes including the
supply downtime and administrative downtime.
MAINTENANCE ORGANIZATION
A maintenance organization can be countered as made up of three basic and necessary
components.
• Resources
• Administration
• Work planning and control system.
Resources
Resources include men, spares and tools involved in the task of maintenance.
Administration
It include a nearby of authority and responsibility for decision making and plans for the
execution of work.
The basic objective of the maintenance organization is to ensure that the maintenance functions
are carried out effectively and hence to minimize the production loss due to maintenance. There
has to be a close relationship between the production and maintenance departments to achieve
the desired targets of the industry. Continuous monitoring of planned preventive maintenance
schedules identified for the equipment is required to complete the maintenance tasks in time.
Maintenance of modern equipment and industry requires a healthy, balanced and rationalized
organization, devoted to achieve the goals of maintenance task. The organization required for
any system can be formed after study of the existing continuous and also the future demands of
the industry.
i) Decentralized
This is suitable for large sized plants where enter unit communication is difficult to get. In this
type of organization the maintenance is difficult to get. In this type of organization, the
maintenance is under the control of chief engineer of production to ensure understanding
between the production and maintenance department.
There are basically at least two types of organization that are followed in most of the industries.
They are:
• Line organization
• Line staff organization.
LINE ORGANIZATION
Line organization consists of a general foreman and a number of specialist foremen under them
is shown below.
General Foreman
Foreman Electrical Storekeeper
The specialist foreman executes maintenance work in their respective areas while the general
foreman supervises the total work under his control and the various maintenance tasks carried
out in the industry. This kind of structure is an old type maintenance organization.
The advantage lies in separating the maintenance work from the storekeeping and the role of
clerk is to record the maintenance activities. The recording of maintenance related activities
helps the organization to restructure the strategies adopted to achieve the objectives of
maintenance.
Outsourcing in maintenance
The term outsourcing assumed recent importance in the area of computer information technology
and communication due to emergence of business process outsourcing (BPO) outsourcing is
followed in small industries to hand once the maintenance activities to external agencies. This is
due to the reason that economy of the industry does not permit to have maintenance people on
their own. It is followed in large industries also to ensure maximum control over the maintenance
activities.
⦁ Lot of maintenance is minimized
⦁ No need for having maintenance as a department.
⦁ Better quality of service achieved through employing specialists.
⦁ Better maintenance practice
⦁ Performance metrics are clearly defined and achieved by outsourcing the
maintenance jobs.
MAINTENANCE ECONOMICS
Lift cost Analysis:
The factors to be considered in the purchase of equipment for industries include: the cost,
quality, performance and maintenance requirements. Some balance is to be made between the
capital cost and operating cost of the equipment in finding the suitability of the equipment.
Life cycle costing is the cost analysis for the equipment in an industry that accounts total cost of
the equipment over a span of time which includes the capital cost, operating cost and
maintenance cost. The aim of life cycle costing is to ascertain the total cost of equipment over
the span of its entire life period.
Maintenance Cost
Budgets are allocated for all the activities in planning stage itself which includes the maintenance
cost. The cost of maintenance is difficult to measure due to random nature of failures. The words
on maintenance history may be useful in determining the cost.
Fixed Cost
This includes the cost of support facilities including the maintenance staff. Variable Cost
This includes the consumption of spare parts, replacement of components and cost other facilities
required to meet the requirements of maintenance.
Appropriation Budget
Budget used to allocate money for each activity independently
Fixed Budget
Fixed used to allocate money for a specified period of time.
Variable budget
Dynamic allocation of expenditure based on maintenance requirements and activities.
Solution
Let R be the probability of reliable function for specified period of time and F be the
probability of failure R + F = 1
Failure rate = No of failures in a unit time
= number of failures / time period.
= 5/750 x 1/1000
This is based on the assumption of uniform failure rate for the given period of time.
Probability of failure = 1-R = 1-99.34 = 0.66% 23.
Problem –1
Equipment is subjected to maintenance. Time constant for completing the work is 60
minutes. If MTTR is 0.3 hrs. calculate the probability that it will met the desired
specification.
Solution
Problem -2
A process plant consists of fire equipments connected in services as shown in figure
given below. In this continuous production environment, the major failure is in the failure
of the pumps delivering the fluid form one quipment to other.
Health -> Reader -> Cooler -> vessel -> Tank
P1 P2 p3 p4
Process plant with equipments connected in services.
The failure rate of pump delivered to the heater is 0.00001 per hr and the failure raters for
the pump delivering the fluid to the reactor, cooler, sedimentation vessel and storage tank
are 0.0002, 0.00018, 0.00003 and 0.00005 per hour. Calculate the reliability of the
process plant.
Breakdown Maintenance
In this system, the equipment is allowed to function / operate till no failure occurs i.e. no
maintenance work is carried out in advance to prevent the failure. As long as the
equipment is functioning at a minimum acceptable level, it is assumed to be effective.
This means the people wait till the equipment fails and repair. This approach of
maintenance is ineffective and extremely expensive. The following factors contribute to
high maintenance costs;
⦁ Poor planning
⦁ Incomplete repair
Limitations:
Most repairs are poorly planned due to time constraint caused by production and plant
management. This will cost three to four times than the same repair when it is well
planned.
This approach focus only on repair or the symptoms of failure and not on the root cause
of failure. This results only in increase in the frequency of repair and correspondingly the
maintenance costs.
For example when a bearing fails, it leads to production stop. By this approach only the
bearing will be replaced with a new one, but no attempt will be made to study the cause
of failure or to present a recurrence of this failure. This may seriously affect the reliability
of the system.
Corrective Maintenance
Corrective maintenance is the progress focused on regular planned tasks that will
maintain all critical machinery and system in optimum operating conditions. The
effectiveness of this program is judged on life cycle cost of critical equipment rather than
on how quickly the broken machines are restored to working conditions. It is a proactive
approach towards maintenance management.
The main objectives of this program are to;
⦁ Eliminate breakdowns
⦁ Eliminate deviations from optimum operating conditions
⦁ Eliminate unnecessary repair
⦁ Optimize all critical plant systems.
Preventive Maintenance
It is a maintenance program which is committed to the elimination or prevention of
corrective and breakdown maintenance. A comprehensive preventive maintenance
program involves periodical evaluation of critical equipment/machinery to delete
problem and schedule maintenance task to avoid degradation in operating conditions.
Predictive Maintenance
Predictive maintenance is a management technique that uses regular evaluation of the
actual operating conditions of plant equipment, production systems and plant
management functions to optimize total plant operation. It is not a solution for all the
factors that limit total plant performance.
All possible failures and their effect on target produced or systems are systematically
analyzed.
Applications of RCM
When designing, selecting and installing new systems in a plant. When setting up
preventive maintenance for complex equipment and systems for which we are not clear
on how they work. When teaching people the basics of reliability it helps to explain the
matters in a detailed fashion using RCM.
Stage I
Announcement by management about TPM. Joe level management people should attend
awareness programs on TPM to have proper understanding, commitment and active
involvement. Then all matters about TPM should be communicated to all others in the
company.
⦁ Initial education
⦁ Setting up TPM departmental committees.
⦁ Establishing TPM working system and target
⦁ A plan for institutionalizing.
STEPS OF TPM
TPM starts with 5, S principle. Problems cannot be clearly seen when the workplace is
unorganized. Cleaning and organizing the workplace helps the tem to uncover problems.
SEISO –SHINE
Their involve cleaning the workplace free of turss, grease, oil, waste, scrap etc. no loosely
hanging wires or oil leakage from machines.
SEIKETSU –Standardization
Pillar 3 –Kaigen
“Kai” means change “Zen means good. Means a continuous improvement will be there. The
above graph shows the continuous improvement.
Pillar 6 –Training
It is aimed to have multi-skilled employees whose morale is high and who are eager to work and
perform all the required functions independently and effectively.
Top level management committed to the program. Long range outlook perspective.
Dissimilarities
Category TQM TPM
Objective To have quality To have reliable equipment
Means of achieving Through systemized Through active participation
of management employees
Target Minimized defective Elimination of losses and
Preventive maintenance
wastes
The main objectives are to achieving zero defects zero accidents and zero breakdowns in all
functional areas of an organization. Also the objectives include creating different team of people
to have active participation aiming at minimization of defects and to inculcate autonomous
policy.
MAINTENANCE SCHEDULING
It is a joint maintenance operations activity in which maintenance agrees to make the resources
available at a specific time when the unit can also be made available by operations. Resources
include manpower, materials, tools and any special equipment.
The work scheduling should be aimed at to have least adverse effect on normal operating
schedule while optimizing the use of maintenance resources – especially labours.
The success of any maintenance schedule depends on two basic elements.
⦁ Work should not be scheduled which is not completely ready for scheduling, regardless of
pressure.
⦁ People from other operating units should be involved while creating the schedule.
Communication is the main key to establish successful maintenance scheduling. This involves
everyone from planners, schedulers, maintenance supervisor, craftsman, store room personnel.
Any discontinuity in communication will heavily influence and drag down the success rate.
1. Planner
The work is property planned with respect to customer requirements, shares material, directly
purchased material and special service mentioned on work order. Also the work to be carried out
with the time of safety requirements should be described.
2. Schedules
These should ensure that;
⦁ Trades are available to conduct the work during the schedule duration.
⦁ Materials and/or service availability
⦁ communicating the details of the above to person involved in maintenance and operations.
3. Maintenance Supervisor
He / She will be responsible for the day to day activities comprised in weekly schedule and
also determines the business availability. They attend to specific such as to who-what –where
–when.
4. Craft Man
She/he executes the assigned task and keep informing the maintenance team, the outcome as
well as any practical difficulty in their part, for any further analysis.
5. Storeroom personnel
They maintain the records of receipt of goods and notify if any damage exists.
6. Operations Superintendent
He/she must be kept informed in advance about the equipment condition since he is well
aware of production schedule. He should determine the opportune time with maintenance to
release the equipment.
7. Operator
He is the person responsible for securing the equipment and report back to maintenance
personnel if any elevation is observed.
⦁ Job plans providing number of person, required, lowest required craft skill level, craft work
hours per skill and job duration information and necessary for advanced scheduling.
⦁ Weekly and daily schedules must be adhered to as closely as possible. Proper priorities
must be placed on new work orders to prevent interruption of these schedules. ⦁ A scheduler
develops a one –week schedules for each crew based on craft hours available, forecast that
shows the highest skill available.
⦁ The one –week schedule assigns work for every available work hour. The schedule allows
for emergencies and high priority, reactive jobs by scheduling a significant amount of work
on the easy interrupted tasks.
REPAIR
Generally, the maintenance scheduling embraces the following activities.
⦁ Inspection
⦁ Repair
⦁ Overhauling
Hence the term repair does not reflect the actual but only the time duration consumed to
perform the corrective action. Based on the time the repair may be minor ones like
adjustment of fasteners, adjustment of belt tension, etc, or major ones like un conditioning
the bed surfaces, guide ways and cleaning of bearings etc.
Repair cycle
The repeated performance of all/some of the above mentioned activities in sequence between
successive overhauling is termed as Repair cycle” It is clear that first an inspection activity is
scheduled followed by minor/major repair activities. Then an inspection takes place followed
by a major repair. Again a second inspection is followed by major repair. Like this is goes
and completes one repair cycle.
Overhauling is defined as a repair cycle. This typical repair cycle covers three inspection and
two minor and major repair activities.
An index number generally known as repair completely number is used to devote the
complexity repairing equipments. More the complexity number more will be the activities
involved and in turn more staffing required completing the repair cycle.
Work planning
Work scheduling
Work execution
History recording
Analysis
Work order must be input into CMMS from a maintenance request from, which is filled is by
the industry requesting the maintenance work once the work order is in the system, the user
may work at the work order, update it as it is being worked on, and remove it from the
backlog once it has bear completed. In case of emergencies action being with mental
instructions and the paper work follows later, the plant uses the work order form as the
document to record information associated with executing the work request.
Crafts:
The correct number of craftsmen may be scheduled so that work order is carried out in the
most efficient manner.
Materials:
The material module should provide the following information:
⦁ stock number of required parts
⦁ quantity required
⦁ cost per item
⦁ description of item
Tools:
CMMS require the following information about the tool:
⦁ tool ID
⦁ description of tool
⦁ quantity required
⦁ cost of tool(if necessary)
Scheduling:
It contains the list of work order to be performed. Scheduling module of CMMS contains the
following information;
⦁ weekly schedules
⦁ work order completion
⦁ work order cost charges
⦁ labor records
Maintenance reports:
The maintenance reporting function with provide management with the information
necessary to operate the maintenance organization at peak efficiency This report contains the
following information:
⦁ work order priority analysis
⦁ planner efficiency
⦁ supervisor work order performance
⦁ Still work order performance
⦁ Work order costs report
⦁ Completed work performance this field contain the information about total labour costs,
cumulative costs and labour hours by craft
⦁ Work order backlog summary
⦁ Equipment repair history
⦁ Equipment maintenance costs report
⦁ Safety work order backlog
⦁ Stock item usage report
⦁ Work order waiting list
⦁ Preventive maintenance overdue report
Equipment records
They are information containing the details of installation service repair, maintenance
activities, conditions, defects, schedules and plans for future implementation equipment
records are to be used to maintain control on maintenance cost, reliability and availability
Monitoring:
The role of monitoring in maintenance has the following advantages:
⦁ Gather information about derivation and delay in execution of maintenance may provide
idea about the need to add more resources to complete the maintenance tasks in scheduled
time frames
⦁ Communication of the changes in jobs content to the various follow up agencies.
⦁ Provide information about constraints in technical issues and necessary steps can be taken
to improve the existing techniques
⦁ Provide a lead to implement technical advancement and methodologies in future to
complete the tasks in more efficient manner.
Control:
The system shows the interaction between shop supervisors and maintenance executes. After
the constraints of material or resources met, unfinished maintenance tasks will be executed.
In order to have a good understanding of the different CMMs it very important you go
through the group assignment so that you can acclimatize yourself with how these aspects are
put together in a computerized package.