Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Assessment of maintenance management system


Published on

Published in: Education, Technology, Business
  • Be the first to comment

Assessment of maintenance management system

  1. 1. Assessment Of Maintenance Management System BITS Pilani Pilani Campus Submitted by: Sagar Kumar sharma
  2. 2.  Maintenance Definition  Maintenance Management Objectives.  Maintenance History  Maintenance Procedures  Maintenance Policies & Strategies.  Maintenance Planning & Scheduling.  Nature and General classification of maintenance problem  Maintenance Cost Control.  Work Order System.  Spare Part Control.  Reliability Centered Maintenance  Total Productive Maintenance.  Performance Keys Indicators. BITS Pilani, Pilani Campus
  3. 3. • mber%3D971357 • 64& .jsp%3Farnumber%3D5447964 • • ull/2601756a.html • BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
  4. 4.  British Standard Glossary of terms (3811:1993) defined maintenance as: “The combination of all technical and administrative actions, including supervision actions, intended to retain an item in, or restore it to, a state in which it can perform a required function”.  Maintenance is a set of organised activities that are carried out in order to keep an item in its best operational condition with minimum cost acquired. BITS Pilani, Pilani Campus
  5. 5. Why Maintenance Management  Modern maintenance management is not to repair broken equipment rapidly. Modern maintenance management is to keep the equipment running at high capacity and produce quality products at lowest cost possible.  There are many reasons why maintenance is becoming more and more important. In developing countries , where many old machines are operating, the spare part problem are arising. Some times it is difficult to find spare parts for equipment and if it is possible to find them, they are usually very expensive and must be paid on foreign currency.  Due to long lead times of supply of spares, it is common that the spare part inventory is growing bigger than necessary. A very essential part in maintenance management is developing countries to reduce the need of spare parts, as well as to maintain the minimum level of shock to save foreign currency, but still keeping the productivity high. BITS Pilani, Pilani Campus
  6. 6. Basic functions of a maintenance management system 1. 2. 3. 4. 5. 6. Preventive maintenance Plant and unit record(Equipment) Inventory and spare parts control system, Purchasing system Document record Planning system for maintenance and work order routines Technical/economic analysis of plant history, maintenance and machine availability BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
  7. 7. Organizing the Maintenance Function  Centralized maintenance department  Does all maintenance (PM & breakdown)  Decentralized Maintenance department  Useful if different equipment used in different areas of company  Contract maintenance  Used if little equipment or expertise  Operator ownership approach BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
  8. 8. Operator-Ownership Approach  Operator does preventive maintenance     Equipment condition is their responsibility Learns equipment better Increases worker’s pride Reduces repair time & PM costs  Maintenance department is backup  Handles non-routine problems  Provides maintenance training  Has plant-wide responsibilities BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
  9. 9. PLANNING ANALYSIS PERFORMANCE RECORDING BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
  10. 10. Maintenance Planning & Scheduling Planning: • • Management surveys show that the average productivity of maintenance employees is between 25 and 35%. This means that a craftsman has less than 4 hours of productive time per 8-hour day due to poor maintenance management. BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
  11. 11. Maintenance Planning & Scheduling The following are some of the most common wastes of productive time:• • • • • • • • • • • Waiting for instructions Looking for supervisors Checking out the job Multiple trips to the stores No special tools Waiting for approval Too many craft workers per job Insufficient workers scheduled for the job. Incomplete planning & communications Waiting for equipment to be shutdown Waiting for drawings from engineering BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
  12. 12. Maintenance Planning & Scheduling  On the average, 2 hours are lost every time worker is pulled off a job for any reason.  To prevent this major loss of productivity, it is necessary to implement some form of job planning function.  The concept of job planning is to determine what is to be done and how it is to be done.  Job planning consists of two main areas: 1. Craft skills 2. Material required for the job.  These labor and material requirements may be converted to dollars to give an estimate of the cost of completing the work order. BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
  13. 13. Maintenance Planning & Scheduling Planning  Planning can be accomplished by the supervisor if there are relatively few maintenance personnel.  If there are more than 20 craftsmen, planning is best done by separate maintenance planners, otherwise the foremen have a tendency to do paperwork when they could more profitably spend their time in supervising and directing the work of the craftsmen. BITS Pilani, Pilani Campus
  14. 14. Maintenance Planning & Scheduling Type of Work to be planned: – Emergency maintenance and critical maintenance (work needed immediately or within 24 hours) is seldom planned. – These request are of short duration and are performed so quickly that there is no time to plan them. – These types of work orders should not be considered in planning functions – Normal corrective or routine work orders should be the primary consideration of the planning function. – These work orders are received and placed in work backlog. – As the workforce and materials become available to carry out the work, it is scheduled. – Included in this type of work are preventive and predictive maintenance work orders. BITS Pilani, Pilani Campus
  15. 15. Maintenance Planning & Scheduling Type of Work to be planned: • The other group of work requests that can be planned are the shutdown, turnaround, or the outage work orders. • For this type of work, it is important that the equipment be shut down and overhauled in the shortest possible time. • Only by accurate estimating and scheduling of these work requests can the shutdown be successful. BITS Pilani, Pilani Campus
  16. 16. Maintenance Planning & Scheduling How to Plan Maintenance Work : – Effective planning requires the planners to be skilled and knowledgeable in the craft area they are planning; therefore, supervisors or top craftsmen will make the best planners. – If an inexperienced individual is promoted to planner, the results of the planning program will not be satisfactory. Instead of increasing productivity, you may find productivity decreasing. – The planning begins once the work order is approved by management. – It is then assigned to the planner, who carefully studies the job. – The planner must decide the following: The crafts required,  The time required,  The materials required, and  Whether outside help in the form specialists, contractors, or special rental equipment is required. BITS Pilani, Pilani Campus
  17. 17. Maintenance Planning & Scheduling How to Plan Maintenance Work : – – – – – – – When the planner is deciding on the required crafts, he must also decide not only the number of craftsmen, but also the skill level required. The time estimate for work order is important. If there is no time estimate, you will never know the man-hours of work that is in the crafts backlog. Without this information, you can never accurately determine the proper staffing levels for your plant. The material required for the work order will determine whether it can be scheduled. If the necessary materials are not available and the work order is scheduled, the craftsmen will lose productivity looking for the spare parts and waiting for supervisor to find them work that can be performed. It is also necessary to plan the materials so that an accurate estimate of the cost of the work order can be obtained. The miscellaneous items to be planned are important to proper completion of the work order. If special skills are required from outside source, the in-house craftsmen may not be able to complete the work order quickly or with necessary quality. BITS Pilani, Pilani Campus
  18. 18. Maintenance Planning & Scheduling Scheduling Indicators: Within a maintenance strategy, you can use different scheduling indicators to specify the type of scheduling you require or to define a cycle set:  Time-based (for example, every 30 days)  Time-based by key date (for example, every 30 days on the 30th day of the month)  Time-based by factory calendar (for example, every 30 working days)  Performance-based (for example, every 50 operating hours) BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
  19. 19. Benefits of Planning Maintenance  Long term plans insight  Decision making support  Optimizing connectivity among operation and maintenance departments  Figuring out areas of cost reduction  Training areas and needs BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
  20. 20. Nature of maintenance problem  Maintenance can be classifies as follow 1. General classification of maintenance problems 1. 2. 3. 2. Mechanical Failure Thermal Failure Chemical Failure Classification of maintenance problem based on time span 1. Short Run Maintenance Problem 2. Long Run Maintenance Problem BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
  21. 21. General classification Maintenance problem Mechanical Failure     Worn out bushes and bearings and other moving parts. Fatigue of machine members Creep of material at high temp Excessive forced vibration, misalignments etc. Thermal Failure     Overheating of the component Lack of lubrication Inadequate of cooling Electrical insulation failure Chemical Failure   Highly corrosive fluids containing abrasive particles Failure of protective linings like glass , rubber etc. BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
  22. 22. Classification maintenance problem based on time span Short run production problem Maintenance problem which are carried out in a sort period of time are known as short run production system. It may be hourly, daily ,weekly and monthly. Example:Hourly- inspection of correct lubricant, level of coolant, sharpness of cutting tool. Daily- cleaning of m/c, tightening of nuts, correct cooling, inspection of various indicators, minor adjustment of parts. Weekly- Major adjustment, lubrication, tightening of parts. Monthly- checking for insulation, corrosion, safety guards, checking of worn-out and distorted parts. BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
  23. 23. Maintenance Cost Control Objectives of Maintenance and Maintenance Cost During the years the maintenance function has not been seen as a condition for production output. The previous approach has been that maintenance is the necessary evil, one among the cost generators in the organization. Very often the maintenance strategy in plants has been to reduce the maintenance cost as much as possible without thinking of the consequences. Objective of the maintenance is , as priority one , to create an availability performance which is suitable for production demands in the organization. No mechanized/atomized company has yet succeeded to produce with stopped equipment. Production buy availability performance from maintenance. BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
  24. 24. Maintenance Cost Control All enterprises and organizations are interested in lowering maintenance costs. A very common delusion is that • The product gives the income • Maintenance costs money Note: Maintenance which is not carried out ,will cost even more than money . BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
  25. 25. Maintenance Cost Control There are two ways of managing the maintenance costs 1. 2. Cost Controlled Maintenance Result Controlled Maintenance BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
  26. 26. Maintenance Cost Control Contd… The cost controlled maintenance is not considered as modern maintenance management, The reason why maintenance has been treated as a cost controlled activity, Is often that engineers and technical staff have had some dilemma to measure the results of investments in maintenance in total economical terms. It is simple to find the direct cost for maintenance but it could be difficult to see the results.  The upper priority in the objectives of maintenance is to “keep up planned availability performance at the lowest cost possible” . This means that the long term results are important. The maintenance cost must be put in relationship with overall results achieved by maintenance in production facility. BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
  27. 27. Maintenance Cost Control The maintenance cost can be split up in two different categories.  Direct maintenance costs -The costs are directly related to the performance of the maintenance works Indirect maintenance costs -Losses due to maintenance BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
  28. 28. Maintenance Cost Control Direct maintenance costs • Wages & Salaries • Material Costs • Administration Costs • Costs for training • Spare parts costs • Contracted work forces • Modification Costs Indirect Costs • Loss of revenue or other losses as a result of interruption to production as a result of maintenance. BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956
  29. 29. Maintenance Cost Control Measurement of Maintenance Efficiency Many times there are needs to measure the maintenance efficiency. However, maintenance can not be measured by the cost it creates. There must be an connection to the production out put some way. It is naturally impossible to determine anything about the size of the direct costs. One method to control the direct maintenance is to use the PM-factor. “P” stands for prime product produce and “M” stands for maintenance cost. When using the PM-factor, the result of the maintenance impact on the production is measured. How many products are produced per a 1000 units of “maintenance money”. Prime Production PM – Factor = X 1000 Maintenance Cost BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956