Maintenance

Functions &
Management
S.K.Naskar
NITTTR-Kolkata
[email protected]
Why maintenance?
 To achieve minimum breakdown and to keep
plant / machine in good working condition at
the lowest possible cost
 To keep machines and other facilities in such a
condition which permits them to be used at
their optimum capacity level without any
interruption or hindrance
 To ensure availability of machines and other
facilities required by other department /
sections for the performance of their function at
optimum return of investment
No maintenance or irregular
maintenance results:
 Equipment breakdown- loss of production
 Expensive repair, frequent repair
 Plant breakdown- loss of production time
- rescheduling of production
- failure to recover overheads
- damage of materials
- need overtime
- temporary work shortage
- alternative arrangement / crisis management
Maintenance Engineering
Maintenance Engineering is the occupation that
uses engineering theories and practices to plan and
implement routine maintenance of equipment and
machinery.
This must be done in conjunction with optimizing
operating procedures and budgets to attain and sustain
the highest levels of reliability and profit.
Tasks of Maintenance Department
•

 Inspection Salvage

 Engineering  Safety and security

 Store / inventory
 Maintenance
management
 Overhaul  Insurance
 Construction  Administrative
and clerical job
Maintenance functions
 Test
 Service
 Adjust
 Align
 Calibrate
 Install
 Replace &
 Repair
Maintenance & Reliability
Maintenance Program Elements
 Equipment and Component Inventory
 Manufacturer’s Literature
 Preventive Maintenance Task List
 Records of Maintenance Performed
 Technical Resources
 Tools and Equipment
 Spare Parts Inventory
 Personnel Training
Sample Equipment Maintenance Card
Equipment Inventory #:----------------------------------------------------------
Description: ------------------------------------------------------------------------
Manufacturer: ---------------------------------------- Serial #:-------------------
Supplier: ---------------------------------------------
Address: -----------------------------
Phone: ------------------------
Maintenance To Be Performed
Frequency
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--------------------------
------------------------------------------------------------------------------------------------------------------
--------------------------
Maintenance Performed Date Initials

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-------------------------
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Organization of maintenance Department

Maintenance
Superintendent
Engg. assistant

Facilities Foreman Foreman Shop Foreman

Foreman Field Foreman Engineering maintenance Planning &
Scheduling

Steam Maintenance Work order system Engineering Building

Power Repair Planning & estimation Design Yards
Water Lubrication Scheduling Fire
Air Construction Backlog control Waste disposal
Performance report
Types of Maintenance:
Corrective or Breakdown Maintenance
Scheduled maintenance
Preventive Maintenance
Predictive Maintenance
 Total Process Maintenance
Corrective or breakdown Maintenance:
Corrective maintenance, also known as
reactive maintenance, is performed anytime a
problem is identified.
Many times, corrective maintenance is
done after a failure has occurred, but not
always.
Corrective maintenance can also be
completed after a problem has been noted,
even if that problem has not yet created a
failure.
Typical Causes of Corrective or Breakdown
Maintenance:
Failure to replace workout parts
Lack of lubrication
Neglected cooling system
Indifference towards minor faults
External factors
Preventive Maintenance:
In anticipation of actual needs – rather than
wait for machine to fail, this approach uses
statistical analysis of past equipment
performance to predict the failure time
Total Productive Maintenance
TPM is a proactive approach that essentially aims to identify
issues as soon as possible and plan to prevent any issues before
occurrence. One motto is "zero error, zero work-related
accident, and zero loss".
 Total productive maintenance (TPM) is a strategy that operates
according to the idea that everyone in a facility should
participate in maintenance, rather than just the maintenance
team. This approach uses the skills of all employees and seeks
to incorporate maintenance into the everyday performance of a
facility.
Total Productive Maintenance
Advantages:
 Fewer breakdown

 Safer workplace

 Better overall performance

Predictive Maintenance:
 using service devices to determine the
internal condition of equipment and process.
 physical examination of:
noise emission
vibration
temperature
changes in output
waste product
use of lubrication etc.
Conditioned based maintenance:
Just like the name suggests, condition based
maintenance is based on the asset or equipment’s
condition. So, instead of setting up a schedule to
periodically check on an asset, here you’re
constantly monitoring it, looking for any
deviations that suggest the start of trouble.
RCM
Reliability Centered Maintenance is the process of
finding the best possible maintenance strategy for
every asset in your organization. The guiding
principle is that different assets require different
styles of maintenance management. Some demand
continuous high-tech monitoring, while others are
best left to the run-to-failure model.
Selection of maintenance methodology:
Most of the maintenance programmes are based
on a combination of preventive and breakdown
maintenance. Selection of maintenance type
depends on:
Overall cost of maintenance
Safety

Consequence of interruptions
Importance of particular process or equipment to the production
system
Skill availability
Maintenance cost
Maintenance cost typically includes the cost of labor and parts to perform
repairs. In many cases, it is also reasonable to assign a cost to down time. For
example, while equipment is undergoing repairs, other costs may be incurred such
as lost production, idle employees, etc.

Top contributors to Maintenance Cost for a Milling Machine.

Why to know Maintenance Cost?
Understand the costs to maintain equipment,
Identify failure modes that contribute most to maintenance costs,
Identify opportunities to reduce cost, and
Develop a realistic view of the value versus cost of spares inventories.

Develop reliability model directly from maintenance records,

Develop maintenance cost model from maintenance records, and
Analyze maintenance costs including cost sensitivities.
Maintenance costs:
•Lost of production cost
•Cost of maintenance

Total cost

All maintenance cost

C
O
S
T
Lost production cost

Quantity of maintenance effort

Budgeting for Maintenance
Preventive Maintenance: Operating budget

Labor (staff time, person hours)

Parts and supplies
Equipment
Emergency Maintenance: Operations reserve account

Labor (overtime)
Materials, parts, supplies
Replacement equipment
Contractors
Equipment Replacement: Capital reserve account

Evaluation and design

Labor
Equipment cost
Contractors
Temporary or alternative facilities
MTBF: measure of overall efficiency:
MTBF = Evaluation time period/ no. of failure during
time=1/Lamda
MTTR - Mean Time To Repair
OEE (Overall Equipment Efficiency)= A x PE x Q
A - Availability of the machine. Availability is proportion of time. Machine is actually
available out of time it should be available.
A = ( MTBF - MTTR ) / MTBF.

PE - Performance Efficiency. It is given by RE x SE.

Rate efficiency (RE) : Actual average cycle time, is slower than design cycle time
because of jams, etc. Output is reduced because of jams
Speed efficiency (SE) : Actual cycle time, is slower than design cycle time machine
output is reduced because it is running at reduced speed.
Q - Refers to quality rate. Which is percentage of good parts out of total produced.
sometimes called "yield".
Breakdown Maintenance Model:
TC=total cost of breakdown/maintenance policy=NC/Sum of Pi
N= no. of machines
C= cost of servicing one machine (breakdown)
Pi= probability of machine breakdown in ith month

To decide maintenance policy.

FAILURE RATE CURVE
FAILURE RATE CURVE

The bathtub curve is widely used in reliability engineering and deterioration

modeling. It describes a particular form of the hazard function which
comprises three parts:

The first part is a decreasing failure rate, known as early failures.

The second part is a constant failure rate, known as random failures.
The third part is an increasing failure rate, known as wear-out failures.

The name is derived from the cross-sectional shape of a bathtub: steep sides
and a flat bottom.

The bathtub curve is generated by mapping the rate of early "infant mortality"
failures when first introduced, the rate of random failures with constant
failure rate during its "useful life", and finally the rate of "wear out" failures
as the product exceeds its design lifetime
FAILURE RATE CURVE

 In less technical terms, in the early life of a product adhering to the bathtub
curve, the failure rate is high but rapidly decreasing as defective products
are identified and discarded, and early sources of potential failure such as
handling and installation error are surmounted.

 In the mid-life of a product—generally speaking for consumer products—

the failure rate is low and constant.

 In the late life of the product, the failure rate increases, as age and wear
take their toll on the product. Many electronic consumer product life cycles
strongly exhibit the bathtub curve.

 While the bathtub curve is useful, not every product or system follows a
bathtub curve hazard function; for example, if units are retired or have
decreased use during or before the onset of the wear-out period, they will
show fewer failures per unit calendar time (not per unit use time) than the
bathtub curve.
Inventory Management
Inventory management:
Inventory management helps companies to identify which
and how much stock to order at what time.

Ittracks inventory from purchase to the sale of goods.

The practice identifies and responds to trends to ensure
there’s always enough stock to fulfill customer orders and
proper warning of a shortage.
Inventory management techniques:

VED analysis is an inventory management technique that

classifies inventory based on its functional importance. It
categorizes stock under three heads based on its
importance and necessity for an organization for production
or any of its other activities. VED analysis stands for Vital,
Essential, and Desirable.

ABC inventory management is a technique that’s based on

putting products into categories in order of importance, with
A being the most valuable and C being the least. Not all
products are of equal value and more attention should be
paid to more popular products.
Although there are no hard-and-fast rules, ABC analysis
leans on annual consumption units, inventory value, and
cost significance.
Inventory management techniques:

Just In Time (JIT) inventory management lowers the

volume of inventory that a business keeps on hand. It is
considered a risky technique because you only purchase
inventory a few days before it is needed for distribution or
sale.

JIT helps organizations save on inventory holding costs by

keeping stock levels low and eliminates situations where
deadstock - essentially frozen capital - sits on shelves for
months on end.

However, it also requires businesses to be highly agile with

the capability to handle a much shorter production cycle.
ABC ANALYSIS
(ABC = Always Better Control)
This is based on cost criteria.
It helps to exercise selective control when confronted
with large number of items it rationalizes the number of
orders, number of items & reduce the inventory.
About 10 % of materials consume 70 % of resources
About 20 % of materials consume 20 % of resources
About 70 % of materials consume 10 % of resources
‘A’ ITEMS
Small in number, but consume large amount
of resources
Must have:
 Tight control
 Rigid estimate of requirements
 Strict & closer watch
 Low safety stocks
 Managed by top management
‘B’ ITEM
Intermediate
Must have:
 Moderate control
 Purchase based on rigid requirements
 Reasonably strict watch & control
 Moderate safety stocks
 Managed by middle level management
‘C’ ITEMS
Larger in number, but consume lesser amount of
resources
Must have:
 Ordinary control measures
 Purchase based on usage estimates
 High safety stocks
 ABC analysis does not stress on items those
are less costly but may be vital
ANNUAL COST CUMMULATIVE
ITEM % ITEM COST %
ABC [Rs.] COST [Rs.]
1 90000 90000
10 % 70 %
A 2 50000 140000
3 20000 160000
N 4 7500 167500
20 % 20 %
A 5 7500 175000
6 5000 180000
L
7 4500 184500
Y 8 4000 188500
9 2750 191250
S
10 1750 193000
I 11 1500 194500

S 12 1500 196000
13 500 196500 10 %
70 %
14 500 197000
15 500 197500
WORK 16 500 198000
SHEET 17 500 198500
18 500 199000
19 500 199500
20 500 200000
VED ANALYSIS
•Based on critical value & shortage cost of an item
–It is a subjective analysis.
•Items are classified into:
Vital:
•Shortage cannot be tolerated.
Essential:
•Shortage can be tolerated for a short period.
Desirable:
Shortage will not adversely affect, but may be using more
resources. These must be strictly Scrutinized

V E D ITEM COST

A AV AE AD CATEGORY 1 10 70%

B BV BE BD CATEGORY 2 20 20%

C CV CE CD CATEGORY 3 70 10%

CATEGORY 1 - NEEDS CLOSE MONITORING & CONTROL

CATEGORY 2 - MODERATE CONTROL.
CATEGORY 3 - NO NEED FOR CONTROL
SDE ANALYIS
Based on availability
Scarce
Managed by top level management
Maintain big safety stocks
Difficult
Maintain sufficient safety stocks
Easily available
Minimum safety stocks
FSN ANALYSIS
Based on utilization.
Fast moving.
Slow moving.
Non-moving.
Non-moving items must be periodically reviewed to prevent
expiry
& obsolescence
HML ANALYSIS
Based on cost per unit
Highest
Medium
Low
This is used to keep control over consumption
at departmental level for deciding the frequency of physical verification.
THANK YOU