it is about maintenance

1. CHAPTER ONE
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2. 2
Imagine
 MAS flight Boeing 737 left KLIA at 2:00 pm
 All two engines, hydraulic systems working
 2:22 pm explosion shook plane
 Number 2 engine torn apart, 2 separate
hydraulic lines ceased to work
 In spite of maintenance work, engine still
failed
 Imagine having no maintenance system

3. You are not the only one if you experience:
 Equipment suffers unexplained shutdown and failures
or needs constant repair.
 Equipment operates at a slower speed than designed.
 Decreased productivity from machine-related problems.
 Does your equipment have excess capacity that could
be easily and inexpensively tapped?

4. 4

5. 5

6. An older concept of Maintenance was
Maintenance is about preserving physical assets.
A newer concept is
Maintenance is all about:
preserving and caring for assets,
preserving the functions of assets,
preserving the inherent reliability of an asset,
preserving built-in capability of any asset,
satisfying customer requirements.
6

7. 7
Failure
 Failure – inability to produce work in
appropriate manner
 Equipment / machine failure on production
floor – worn out bearing, pump, pressure leaks,
broken shaft, overheated machine etc.
 Equipment failure in office – failure of power
supply, air-conditioned system, computer
network, photocopy machine
 Vehicle failure – brake, transmission, engine,
cooling system

8. 8
Maintenance in Service Industry
 Hospital
 Restaurants
 Transport companies
 Banks
 Hotels and resorts
 Shopping malls / retail
 Gas station

9. 9
Maintenance in Manufacturing Companies
 Electronic
 Automotive
 Petrochemicals
 Refinery
 Furniture
 Ceramics
 Food and beverages

10. 10
Question?
 Why do we need maintenance?
 What are the costs of doing maintenance?
 What are the costs of not doing
maintenance?
 What are the benefits of maintenance?
 How can maintenance increase
profitability of company?

11. Wear and tear of means of production
- Tools or dies wear out by friction with the work
piece
- Machines parts wear out by friction with one
another
- Atmospheric conditions destroy the machine
points and materials.
- Aging also affects materials
- Improper handling of materials affects
equipment and material
11

12. 12
 The Bath Tub Model – Three stages of new parts
1. Infant morality stage
2. A fairly long run stage
3. Wear out stage
Product failure rate

13. 13
Any means of production must be
- used
- checked
- serviced
- tended
to give the full function which they are designed for.
 The last three necessities constitute what is called
maintenance, whereas the former is operational.
 From the engineering viewpoint, the
management of the means of production has two
elements to it. First, it must be maintained, and
second, from time to time it may also need to be
modified

14. Definition:
maintain is defined as
- cause to continue (Oxford Dictionary), or
- keep in an existing state (Webster Dictionary).
Maintenance can be considered as a combination of
actions carried out in order to replace, repair, service,
modify the components, or some identifiable group
of components, of a manufacturing plant so that it
will continue to operate to a specified availability or a
specified time.
Maintenance is the totality of all measures directed
towards control (preservation and restoration) of the
performance of a plant.
Maintenance is an auxiliary process in a production
process directed towards a high effectiveness of the
main process.
14

15. Maintenance activity is the systematic and scientific
upkeep of equipment for:
- prolonging life of the equipment,
- assuring instant operational readiness,
- optimal availability for production at all times, and
- making sure that safety of man and machine is at
no time jeopardized
15

16. Maintenance is performed to:
- eliminate system failures and hazards
- in order to ensure that equipment continues to
work within design tolerances and
specifications.
This ensures that the defined functions and standards
of operations of the plant and equipment are
capable of being performed for the required period.
16

17. Maintenance systems are dynamic because they are
influenced by other factors within the system.
For example, intuition, judgment and budget.
The interaction of the plant, equipment and inherent
characteristics of materials used in production and
maintenance have a direct impact on the behavior of
the maintenance system over time and on its
underlying structure, strategies, processes and decision
rules.
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18. How Maintenance is Performed
Operator
Maintenance
department
Manufacturer’
s field service
Depot service
(return equipment)
Preventive
maintenance costs less and
is faster the more we move to
the left
Competence is higher as we
move to the right

19. Trends in the Evolution of Maintenance
According to John Moubray (Reliability-Centered
Maintenance), the evolution of maintenance since
the 1930's can be traced through three
generations based on three technical factors:
a) growing expectations of maintenance,
b) changing views on equipment failures, and
c) changing maintenance techniques.
19

20. First Generation: This covers the period up to the
World War II.
During this period:
- industry was not highly mechanized,
- equipment was simple and over designed,
- downtime did not matter much,
- prevention of equipment failure did not have
high priority,
- failures were corrected as they occur.
As a result, there was no need for systematic
maintenance beyond cleaning, servicing and
lubrication. 20

21. Second Generation: During the war, demand for
good increased and supply of industrial outputs was
low. This led to increase in mechanization. During
this period:
- machines became numerous and more complex,
- industry started to depend heavily on these
machines,
- downtime started to matter,
- the idea that equipment failures could and
should be maintained came up.
As a result, the concept of preventive maintenance and
maintenance planning and control systems grew up.
21

22. Third Generation: Since the mid-seventies, new
expectations, new research and new techniques have
revolutionized maintenance. During this period:
- maximizing life of equipment has become
important,
- higher plant availability and reliability have
become very important,
- greater automation has been effected,
- quality standards, safety and environmental
consequences matter quite a lot,
- cost of maintenance is becoming central,
As a result: greater expectations and leading to new
research which in turn lead to new techniques.
22

23. First Generation:
 Fix it when it
broke
Second Generation:
 Higher plant availability
 Longer equipment life
 Lower costs
Third Generation:
 Higher plant availability
 Greater safety
 Better product quality
 No damage to the
environment
 Longer equipment life
 Greater cost effectiveness
1940 1950 1960 1970 1980 1990 2000
GROWING EXPECTATIONS OF MAINTENANCE

24. First Generation:
 Fix it when it
broke
Second Generation:
 Scheduled overhauls
 Systems for planning and
controlling work
 Big, slow computers
Third Generation:
 Condition monitoring
 Design for reliability and
maintainability
 Hazard studies
 Small, fast computers
 Failure modes and effects
analyses
 Expert systems
 Multiskilling and teamwork
CHANGING MAINTENANCE TECHNIQUES
1940 1950 1960 1970 1980 1990 2000

25. The new developments include:
• Decision support tools, such as hazard studies,
failure modes and effects analysis and expert
systems.
• New maintenance techniques such as condition
monitoring.
• Designing equipment with much greater
emphasis on reliability and maintainability.
• Major shift in organizational thinking towards
participation, team working and flexibility – shift
towards Total Productive Maintenance (TPM)

26. Breakdown Maintenance
1950 1960 1970 1980 1990
Preventive Maintenance
Corrective Maintenance
Productive Maintenance
Total Productive Maintenance
1951
1957
1960
1971 TPM
Time-based era Condition-based era
Q C
C
I
R
C
L
E
ZERO
A C
C A
C M
I P
D A
E I
N G
T N
(1971) 7
Evolution of Maintenance

27. Types of Maintenance
MAINTENANCE
UNPLANNED
MAINTENANCE
(REACTIVE)
BREAKDOWN
EMERGENCY
PLANNED
MAINTENANCE
(PROACTIVE)
CORRECTIVE
MAINTENANCE
REMEDIAL
DEFERRED
PREDECTIVE
MAINTENANCE
CONDITION -
BASED
STATISTICAL
- BASED
PREVENTIVE
MAINTENANCE
ROUTINE
RUNNIN
G
DESIGN -
OUT
ENGINEERING
SERVICES
WINDOW
IMPROVEMENT
MAINTENANCE
SHUTDOWN
CORRECTIVE
SHUTDOWN
PREVENTIVE
SHUTDOWN
IMPROVEMENT
Shutdown Maintenance
OPPORTU
-NITY

28. 28
 Lack of management attention to maintenance
 Little participation by accounting in analyzing and
reporting costs
 Difficulties in applying quantitative analysis
 Difficulties in obtaining time and cost estimates
for maintenance works
 Difficulties in measuring performance
The Challenges of Maintenance

29. 29
Problems Exist Due To:
 Failure to develop written objectives and policy
 Inadequate budgetary control
 Inadequate control procedures for work order,
service requests etc.
 Infrequent use of standards to control
maintenance work
 Absence of cost reports to aid maintenance
planning and control system

30. Involvement of Maintenance activities
 Maintenance is related to profitability through:
- equipment output and equipment running cost.
- time taken for maintenance purposes.
 The importance of maintenance increases with
industrialization.
 The level of maintenance required at the equipment
operation stage is affected by factors at other stages
through which the equipment passes.
30

31. - Design stage:
Reliability and maintainability are the important
factors which should be considered properly in
relation to performance of equipment, capital and
running costs.
- Installation stage:
Maintainability is an important factor to be
considered during the installation, for it is here that
maintenance problems become clear.
- Commissioning stage:
This is a stage of technical performance testing and
also a stage of where primary design faults are
located and designed out.
- Operational stage:
The operational stage is a stage of learning where
maintenance plays an important role.
31

32. MANUFACTURE
INSTALLATION
CONTINUAL FEEDBACK
- Quality control
- Design fault
detection
- Maintainability
- Wear-out
- Obsolescence
REPLACEMENT
LEARNING PERIOD
- Design fault
detection
- Maintenance
optimization
- Maloperation
avoidance
OPERATION
- Primary design
fault control
- Technical
performance test
COMMISSIONING
Fig. 1.2 Equipment life-cycle
- Performance
- Reliabilty
- Maintainability
- Support system
DESIGN
- Conceptualization
SPECIFICATION
OPERATIONAL INVOLVEMENT
32

33. Maintenance management
is the direction and organization of resources in
order to control the availability and performance of
an industrial plant to a specified level.
In maintenance management the problem is two-
dimensional:
i) Determination of size and nature of the
maintenance work load,
ii) Organization and control of labour, spares and
equipment to meet the workload.
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34. Function of maintenance work
Earlier the objective of maintenance function was
considered to optimize plant availability at minimum
cost.
Today it is being considered as "Maintenance affects all
aspects of business effectiveness and risk-safety,
environmental integrity, energy efficiency, product
quality and customer service, not just plant availability
and cost."
34

35. Maintenance objectives, planning and control are
 inter-related
 Over lapping to some extent
 Economic factor has to be kept in mind by all the
contributing departments of an organization
 it cannot sustain for long without earning profit.
 Since the ultimate objective is profit, the production
infrastructure and facilities have to be maintained at
as minimum a cost as possible with maximum
efficiency and operational availability.
35
Maintenance Objectives, Planning and Control

36. Productivity Improvement
through maximum
availability at
optimum cost
Forestall rapid
wear of
components
Elimination of
future defects
Enhance
performance
level
Reduce maintenance
cost
Reduce idle hours due to
component
malfunctioning
Maximize
operational
efficiency
Ensure safety
during operation
Prevent breakdown
during operation
OBJECTIVES OF MAINTENANCE

37. Unavailability cost = loss of in-service material,
production loss while in repair or, undergoing
preventive Maintenance.
Resource cost = corrective maintenance labour,
preventive maintenance labour,
maintenance equipment costs, and
spares usage and holding costs.
37

38. Maintenance Control
An established maintenance organization and plan needs
to set-up a control system to ensure that the plan and
organization are continually updated. This control
system performs three main inter-related functions:
- Work control:
is a function of the maintenance organization and
its object is to match men, spares and equipment
to the maintenance workload. This function
includes
- location of plant failure,
- determination of the necessary corrective
action,
- the setting of priorities,
- co-ordination and control of resources.
38

39. - Plant condition control:
is needed to achieve optimum plant
performance in the long term. Its function
is to:
- identify the most important problems,
- diagnose causes,
- prescribe solutions.
In doing this the alternative actions are:
- modification of preventive maintenance
policy,
- equipment re-design (in the early equip.
life, especially),
- changes in production policy. 39

40. - Maintenance cost control: Its functions are:
- to identify high cost areas of plant,
- to monitor the trend of maintenance
effectiveness,
- to provide information for
maintenance decision making,
- to facilitate maintenance budgeting.
40

41. How to determine the optimum age of
replacement?

42. Computerized Maintenance System
Output Reports
Inventory and
purchasing reports
Equipment
parts list
Equipment
history reports
Cost analysis
(Actual vs. standard)
Work orders
– Preventive
maintenance
– Scheduled
downtime
– Emergency
maintenance
Data entry
– Work requests
– Purchase
requests
– Time reporting
– Contract work
Data Files
Personnel
data with
skills, wages,
etc.
Equipment file
with parts list
Maintenance
and work order
schedule
Inventory of
spare parts
Repair
history file

43. A simplified Maintenance Model
43
Breakdown Maintenance
- whole or part out of service
- random incidence
- possible causes
- poor maintenance
- incorrect operation
- poor design
- random causes
Repairs
(time under repair cost)
Maintenance resources
Preventive Maintenance
Plant out of production
( time under repair costs )
Manufacturing Plant
in
Production
Preventive Maintenance
(scheduled)
Breakdown
data
Cost
data
Maintenance
Plan
Breakdown queue
(Waiting for repair cost)
Preventive Maintenance
(no production loss)
Preventive resources
( spares, equipment,
labour cost)
Breakdown resources
( spares, equipment,
labour cost)