Maintenance system improvement report

LARSEN & TOUBRO PANDIT DEENDAYAL PETROLEUM UNIVERSITY
Study and recommendation
opportunity for
improvements in online
maintenance management
system
KOMAL KOYA
03/06/15-10/07/15

Pandit Deendayal Petroleum University Page 2 of 38
TABLE OF CONTENT
SR. NO. HEADING PAGE NO.
1 ACKNOWLEDGEMENT 3
2 INTRODUCTION
1.1 OBJECTIVE
1.2 ABOUT L&T
1.3 ABOUT PDPU
4
3 EXECUTIVE SUMMARY
2.1 DATA ANALYSIS
6
4 EXIXTING SCENARIO 8
5 OBSERVATIONS AND CONCLUSION 11
6 RECOMMENDATIONS
5.1 BENEFITS
5.2 HOW TO APPLY?
24
6 ANNEXURE 36

Acknowledgement
I take this opportunity to express my gratitude towards L&T, HZMC for giving us this
opportunity to work under its roof. I am grateful to my mentors here, Mr. Mehul Mehta
and Mr. Sharath Shanmughan, for guiding us throughout our term in L&T. I extend my
gratitude towards Mrs. Ruchi, Mrs. Alpa Gandhi and Mr. Kush Mehta, for considering me
worthy of L & T.
I am also thankful to the staff here, which helped me directly or indirectly in getting things
done.

Introduction
1.1 Objectives:
 To provide a link between execution and finance part in the e-maintenance system
of L&T Hazira Manufacturing complex.
 To introduce more specific options in the system filling criteria.
 To suggest minor improvements in method of problem solving.
1.2 About L&T, HZMC:
L&T’s Hazira campus is a multi-facility campus that covers a Modular Fabrication Facility
(MFF), and Heavy Engineering & Shipbuilding, and Power equipment manufacturing
facilities. This modern, coastal complex is situated on a 200 acre plot near Surat in
Gujarat. The factory buildings cover over 34,500 sq. m. and the complex has a load-out
quay on the banks of the river Tapi close to the Arabian Sea.
Hazira campus is equipped to manufacture extra-large and very heavy equipment for
power projects, chemical, refinery, petrochemical & fertilizer industries, which can be
shipped out via waterways. The Modular Fabrication Facility (MFF) at Hazira, one of the
largest of its kind in South Asia, is capable of manufacturing several large modules
simultaneously with an annual fabrication capacity of 50,000 MT.

In addition, L&T’s Hazira complex has one of the world’s largest Forging facilities, large
scale Material handling capabilities, a roll-on-roll-off slipway, and a Shipbuilding facility for
high-tech vessels.
1.3 About Pandit Deendayal Petroleum University:
PDPU offers multiple courses ranging from engineering, arts and management along with
maximum exposure and opportunities to its students through various national and
International exchange programs with best University worldwide. For development of its
faculties and staff the University endeavors for various Joint Exchange and Research
programs.
Pandit Deendayal Petroleum University (PDPU) has been established by GERMI as a
Private University through the State Act enacted on 4th April, 2007. The University offers
programs to address the need for trained human resources in the domains of Science,
Technology, Management and Humanities. It intends to broaden the opportunities for
students and professionals to develop core subject knowledge which are duly
complemented by leadership training interventions, thereby helping the students to make
a mark in the global arena. This objective is being further addressed through a number of
specialized and well-planned undergraduate, post-graduate and doctoral programs as well
as intensive research projects.

Executive Summary
Project Entrusted:
Examining, analyzing and suggesting changes in the e-maintenance system of L&T,
HZMC.
Entrusted to:
Komal Koya, 7th
semester in B.Tech Industrial, PDPU.
Initiation date: 03/06/2015
Submission date: 03/07/2015
2.1 Data Analysis:
Analysis of data is a process of inspecting, cleaning, transforming, and modeling data with
the goal of discovering useful information, suggesting conclusions, and supporting
decision-making. There are mainly two types of data analysis: 1.Predictive 2. Text.

Predictive analytics focuses on application of statistical models for predictive forecasting or
classification, while text analytics applies statistical, linguistic, and structural techniques to
extract and classify information from textual sources, a species of unstructured data.
This project uses text analytics to interpret the data and arrive to conclusions. An excel
database of complaint entries, dated from 01/04/2013 to 6/06/2015, was provided at the
commencement of the project. Total no. of complaints was 47405.
The following table shows the no. of existing fields, fields recommended to be added and
deleted:
Existing fields 39
Fields to be added 7
Fields to be removed 10
Net fields after execution 36
Table 1.1 shows the details of all fields.
As the given data did not contain whole of the years of 2013 and 2015, the data was
reduced to a more justifiable time horizon i.e. to financial years: 2013-14 &2014-15. This
reduced the total no. of complaints to 41901.
There are a total of 5 suggestions made in this project. Out of which, 4 are related to the
online system and 1 to the method of execution. The relevance, need and manner of
execution of the suggestions are stated in this report, some in form of statistics.

EXISTING PROCESS
The following figure shows the process flow chart of existing system from the complaint being
introduced to the point where contractor is paid for it.
USER CENTRAL SERVICE CONTRACTOR
START
VENDOR VISITS THE PLACE AT
AVAILABLE HOURS
SIGNS AGAINST HIS COMPLAINT
STUDIES THE NATURE OF THE
WORK, THEN ASSIGNS WORK
TO A SUITABLE SUPPLIER
ADMIN OF RESPECTIVE
SERVICE BRANCH(eg.
ELECTRIC,ESTATE,etc.)
RECEIVES THE COMPLAINT
USER FILES A
COMPLAINT
SENDS TO CENTRAL
SERVICE DEPARTMENT
ADMIN ASKS CONTRACTOR
TO BUY MATERIALS.
ADMIN SENDS A MAIL TO
USER, REQUESTING
PERMISSION FROM HIS IS
GIVES THE LIST OF
COMPLAINTS AND SOR RATES
TO THE VENDOR
USER SEEKS PERMISSION
FROM HIS IS
IS THE
USER
SATISFIED
?
PERMISSION
GRANTED?
IS ANY
ADDITIONAL
MATERIAL
REQUIRED?
IS THE
MATERIAL
AVAILABLE IN
THE
PREMISIS?
FILLS
DETAILS IN
THE ONLINE
COMPLAINT
SYSTEM
ADMIN
UPDATES THE
SYSTEM BY
GIVING A
TENTATIVE
COMPLETION
DATE
CARRY THE
MATERIAL
FROM THE
GODOWN
VENDOR COMPLETES THE
TASK AND SHOWS THE USER
VENDOR GETS MATERIAL
FROM MARKET AT SOR RATES
INFORMS THE ADMIN IN THE CS
DEPARTMENT
ADMIN VERIFIES THE
SIGN
A
Y
Y
B
B
N
Y
Y
N
CONTRACTOR
PREPARES A MONTHLY
BILL FOR ALL
COMPLAINTS THAT
REQUIRED MATERIALC
C
N
N
ADMIN CLOSES THE
COMPLAINT
EXISTING PROCESS
E

ADMIN RECEIVES HARD COPY OF
THE BILL
USER CENTRAL SERVICE ACCOUNTS DEPT.
VERIFIES THE BILL AMOUNT
AGAINST ALL THE COMPLAINTS
FILLS THE CONTRACT JOB
CERTIFICATE SEEKING APPROVAL
FROM IS AND NS
ADMIN ATTACHES THE HARD COPY
OF CJC WITH THE BILL AND SENDS
TO ACCOUNTS DEPT.
THEY PUT THEIR DIGITAL
SIGNATURE ON IT
DEPT. DEPOSITS REQUIRED
MONEY IN THE CONTRACTOR’S
ACCOUNT
APPROVED
END
A
E
N
Y

Apparent flaws in the system:
 The execution and the financial accounting of the complaint exist as two seperate
entities, which are mutually exclusive to each other. Hence, the user is not intimated
of the total costs of his repairs throughout the year. There is no data on how much
his department bears of the Central service cost to the company and his part of
contribution to it.
 No provision of supervision of vendors and their work. The time taken by the
vendor to complete the work and quality of work is not verified by company.
 Too many entries in the online system which have little relevance. They are left
blank.
 No provision for establishing units of labor and material consumption by users. It
becomes difficult for cost allocation to different departments.

OBSERVATIONS AND CONCLUSIONS
There were many trends and charts established, after studying the statistics of the no. of
complaints with respect to different attributes. Interrelation among these attributes was
also observed.
The following hierarchy of analysis was followed:
Analysis of
complaints from
April,2013 to
March,2015
Based on time
horizon
Based on the nature
of complaint
Based on sub-
nature
Based on area of
HZMC plant
Based on sub-
location of areas
Main categories of
analysis

The interrelationships observed were:
Inter-relation analysis
Location Time Nature
Interrelation
between location
and time
Interrelation
between location
and nature
Interrelation
between Nature
and time
The following are the trends observed and trailing them are conclusions derived from
them:
Based on time horizon
20180
21721
19000
19500
20000
20500
21000
21500
22000
2013-14 2014-15
Sum of count
Sum of count
No.ofcomplaints
Shows the total no. of complaints in the two financial years. Thus, there is an increase of
7.6% in total no. of complaints from 2013-14 to 2014-15.

For the time period 2013-2015
Conclusion: Estate department accounts for the maximum no. of complaints. We get an
idea, as to what types of problems are encountered the most.
21774
16919
2400
603 205
0
5000
10000
15000
20000
25000
Based on the Type of complaint
Total
No.ofComplaints

2013-15
Conclusion: The types are further classified into their sub-types. In Estate-CS, maximum no. of
complaints are recorded in Carpentry, whereas, in Electrical department maximum no. of complaints
are of Electrical work.
12636
5569
4353
1109
628
93
13053
3444
2819
1341
919
438 497
118 25 9 7 2 236 74 35
0
2000
4000
6000
8000
10000
12000
14000
Carpentry
MinorCivil
PlumbingWork
Waternetwork
RoofLeakage
OfficeChair
ElectricalWork
AirConditioner/Watercooler
Telephone
Housekeeping
HorticultureWork
PestControl
Other
Drainagechockup
Gardening
Elevator
Schoolauto
Security
Leakage
QualityofWater
ChamberOverflow
Estate - CS Elecrical - CS Horticulture/Housekeeping - CS Miscellaneous Water Management
Total no. of ComplaintsNo.o
complaints

IF WE TAKE A PARETO ANALYSIS, ONLY FIRST FOUR TYPES OF COMPLAINTS ADD UP TO 80%.
11561
11291
4905
3946
2908
2450
1205 1010 817 599 456 378 142 107 42 25 23 21 7 7 1
28%
55%
66%
76%
83%
88%
91%
94%
96% 97% 98% 99% 99% 100%100%100%100%100%100%100%100%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0
2000
4000
6000
8000
10000
12000
14000
Sum of count
PERCENTAGE
NoOfComplaints
2013-15
Carpentry and Electrical-work cover wide area of complaints. They must be grouped further to get a
clearer picture of problems related.

Based on locations in the plant
2013-15
Conclusion: HE-East area tops the list of areas with significant no. of complaints in two
years. Hence, attention should be given to this area.
17318
5851
4674
3879
2725
2144 1926 1866
1388 1183 1090 1016 876 827 615
25 2
36.53%
48.87%
58.73%
66.92%
72.67%
77.19%
81.25%
85.19%
88.12%
90.61%
92.91%
95.05%96.90%98.65% 99.94%
100.00%
100.00%
0
2000
4000
6000
8000
10000
12000
14000
16000
18000
20000
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
100.00%
Sum of count
Percentage
No.oFcomplaints

We restrict our focus to HE plants only

There are many sub-locations in HE-East and West plants. The following graphs show the
distribution of complaints in these sub-locations for the past two years.
2013-15
Conclusion: Thus, maximum complaints are recorded in Main-stores at in HE-East.
No.ofcomplaints

HE West
371
318
276
224
214 209
198
192
184
169 169
158
138
129
111
98
84
9%
17%
24%
29%
34%
39%
44%
49%
53%
57%
62%
65%
69%
72%
75%
77%
79%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
0
50
100
150
200
250
300
350
400
Series1
Series2
No.Ofcomplaints
2013-15
Conclusion: In HE-West, maximum no. of complaints are from Prota Cabin.

Relation between areas and nature of
complaints
HE - East Estate -
CS, 8976, 52%HE - East Elecrical -
CS, 7012, 41%
HE - East
Horticulture/Houseke
eping - CS, 1254, 7%
HE - East Water
Management, 76, 0%
Total no. of complaints
HE - East Estate - CS
HE - East Elecrical - CS
HE - East
Horticulture/Housekeeping - CS
HE - East Water Management
2013-15

2013-15
HE - WESTEstate -
CS, 2460, 52%
HE - WESTElecrical -
CS, 1957, 42%
HE - WEST
Horticulture/Housekeepi
ng - CS, 222, 5% HE - WESTWater
Management,35, 1%
Total no. of complaints
HE - WEST Estate - CS
HE - WEST Elecrical - CS
HE - WEST
Horticulture/Housekeeping- CS
HE - WEST Water Management
The pie-charts of HE-East and West look similar; due to similar allocation to the nature
of complaints.
In both regions, maximum complaints are of Estate department, then electrical, then
Horticulture and then water-mangement.

Relation Between area and time
2013-14
2014-15
7985
2159 2153
1749
1134 975 723 508 488 465 422 399 380 315 311
13 1
40%
50%
61%
70%
75%
80%
84% 86% 89% 91% 93% 95% 97% 98% 100% 100% 100%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0
1000
2000
3000
4000
5000
6000
7000
8000
9000
Sum of count
Percentage
No.Ofcomplaints
7379
3196
1945 1644
1329 1155 1049 759 707 598 559 444 401 320 224 11 1
34%
49%
58%
65%
71%
77%
81% 85% 88% 91% 94% 96% 97% 99% 100% 100% 100%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0
1000
2000
3000
4000
5000
6000
7000
8000
SUM OF COUNT
PERCENTAGE
No.Ofcomplaints

Conclusion: The trend of complaints over both years have remained same for all areas. Except,
there were no complaints in MFF and 220kV Switching Station for the year-2013-14.
Conclusion: The maximum no. of complaints are recorded in Estate group for both the years.
 There is an increasing trend observed in all types of complaints.
 There were 0 complaints for Water Management group in the year 2013-14.
10819 10954
7967
8952
1170 1230
223 380 205
0
2000
4000
6000
8000
10000
12000
2013-14 2014-15 2013-14 2014-15 2013-14 2014-15 2013-14 2014-15 2014-15
Estate - CS Elecrical - CS Horticulture/Housekeeping - CS Miscellaneous Water Management
Interrelation between Types of complaints and time
Total
No.ofcomplaints

Recommendations
The following points are recommended to make the system more efficient and cost-
effective:
Online system related:
1. To remove unnecessary fields which have stayed redundant from the
beginning and make the system organized.
2. Discourage the practice of feeding data manually, hence, to convert manually
driven field to selection or auto basis.
3. Include the provision of linking cost of complaints, corresponding to the users.
4. Include the measurement of time taken to attend each complaint and take
measures to increase time utilization.
Method related:
5. Supervision of work done by vendors.
5.1 Benefits:
1. It is rightly said “Less is more”. The less one has on his plate, the less one
has to worry and more time is saved.
To preserve data is an inevitable process in business. Without data, even a primitive
nature of study is not possible. But, at the same time, keeping useless data will reduce the
efficiency of the system. The more columns one adds, the more it looks like a trash-bin,
the more time is taken to search for useful data in the database.

Sorting is the first S in the 5S system. It helps us to be organized and reduce our Non-
Value adding activities. It leaves a professional mark on the system.
To keep a clean and organized database, is as much of importance as to keep a systematic
webpage.
2. It is easy to group data, if it is standardized. For example,
How much time will you take to figure out what the users want by these remarks?

And now?
Now, one knows where the bug is and what needs to be done.
Converting manual entries into a drop down select will not only save time for the receiver,
but also, save the valuable time of the users. They will be spared the trouble of writing
descriptions. Thirdly, saves space in database system.

3. It is a human tendency to be spend-thrift, but, the numbers make us misers.
Profit=Revenue-Cost
Surveys say that a 10% increase in revenue increases profit by the same amount as 2%
decrease in cost does.
Therefore, small amount of change in costs can result significantly to a company’s profits.
WITHOUT COST REALIZATION
I will now own the Subway, Mc Donalds,
Dominoes,Pizza hut………………………………
WITH COST REALIZATION
I will cut my unnecessary expenses and
start saving for my company

Services come with costs. But, if one does not know the cost of these services, resources
will be used injudiciously. Hence, it becomes a necessity to associate cost with services in
the proportion of its usage.
4. Time is money, Money is time
Vendors in L&T HZMC get paid on daily or hourly basis. Both ways, a lost hour will cost
it heavily.
Thus, a given shift of 8hrs should be properly utilized by the vendor. If maximum no. of
complaints is attended in a day, fewer complaints will remain pending. So that, on days of
less no. of complaints, a vendor can be paid for 4hrs only.
This itself is a good reason for tracking work hours of vendors. Moreover, a user should
call a vendor only in the hours he will be available at his place.
5. Quality means doing it right when no one is looking.
Quality is as important as quantity. It is necessary to ensure that the users are satisfied with
the service provided by the contractor. A problem will repeat itself frequently if it is not
fixed right the first time.
Moreover, the method of doing it will also matter. A simple work of fixing a mirror can
take over 30 min. if markings are not made.
Quality assurance will reduce time, cost and resources.

5.2 How to apply?
1. There are 10 fields in the online complaint system which are occupying space
unnecessarily and are not filled from the beginning. They are listed here
Complaint1, Complaint2, Due time, Department, Completion time, Due date2, Due
date4, Due date5, Approver name.
They should be deleted from the system, so that they do not show up in the form.
2. The following are the manually filled fields in the system where scope of
improvement is present:
Status, Remark1, Remark2, Available time, IS PS no., IS email address.
Field ( Input type Options
Remark1 renamed as
Objects related to
complaint
Selection For carpentry type:
1. Lock-key
2. Door
3. Chair
4. Drawers
5. Boxes
6. Cupboard
7. Glass
8. Keyboard
9. Window
10. Table
Remark2 renamed as
Work done or required
Selection
1. New
2. Modify
3. Maintenance
4. Relocate
5. Replace
6. Removal

7. Miscellaneous
Available time Selection E.g.1pm to 2pm, 2pm to 3pm,
3pm to 4pm etc. increment by 1
hr.
IS PS no. Auto PS no. of IS of the given user
IS email address Auto Email address fed from the data
collected
3. Material cost-Fixed rated of different materials used while dealing with complaints is
negotiated between the contractor and the CS- department. This list is called the
SOR (Schedule of Rates).
Labor cost- Fixed wages per hr. worked by the vendor is multiplied by the total hrs
worked by him.
At the end of every month, Contractors submit a bill to the CS-department which contains
material cost against the complaints for which material had been purchased. The
concerned officer at CS-department verifies this bill against the list of complaints he has.

Execution:
 The IT-department will need to make the SOR rate, labor rate, quantity, material,
labor cost, material cost fields mandatory. Without filling them, the complaint
should not be closed.
 The material column is to be made a selection based column-listing the possible
materials bought under that department.
 SOR list must be fed into the system, to make the rates column Auto-fed.
 Quantity column should be of number type.
 Thus, the Material cost field is auto filled as the product of SOR rate and quantity
used.
 Labor rates should be fed by the officer manually(number type only).
 Labor cost will be auto-filled as product of labor cost and total time i.e. sum of
Time1, Time2 and Time3 field.
 The Total cost is the summation of Labor and Material cost, again auto-filled.
This, way the bill would be verified easily while feeding in the system.
4. Execution:
Considering that a vendor may take more than one visit to a place for fixing a problem,
three time logs must be used to measure the time taken by a vendor for his work.
 Three columns need to be added to the paper of list of complaints given to each
vendor, namely, Time1, Time2, and Time3.
 Time1-User writes the date and time taken, when vendor comes for the first time to
attend to his problem.

 Time2- User writes the date and time taken, when vendor comes for the second
time to attend to his problem.
 Time3- User writes the date and time taken, when vendor comes for the third time
to attend to his problem.
 The same fields are recommended in the online system for calculating labor cost.
In the system, they must be in selection basis ranging from 15min to 8 hrs, with an
interval of 15min.
At the end of the day, a supervisor may check the logs of a vendor randomly to ensure
that no time was wasted unnecessarily.
5. An assigned supervisor should take random rounds to places, where work was
completed and ensure work-quality. He can accompany the workers at frequent
intervals to witness the method of the work done.

After execution of the above mentioned recommendations, the process flow diagram
will look like:
USER
RECOMMENDEDPROCESS
CENTRAL SERVICE CONTRACTOR
START
VENDOR VISITS THE PLACE AT
AVAILABLE HOURS
ENTERS THE TIME TAKENBY
VENDORAND SIGNS AGAINST HIS
COMPLAINT
STUDIES THE NATURE OF THE
WORK, THEN ASSIGNS WORK
TO A SUITABLE SUPPLIER
ADMIN OF RESPECTIVE
SERVICE BRANCH(eg.
ELECTRIC,ESTATE,etc.)
RECEIVES THE COMPLAINT
USER FILES A
COMPLAINT
SENDS TO CENTRAL
SERVICE DEPARTMENT
ADMIN ASKS CONTRACTOR
TO BUY MATERIALS.
ADMIN SENDS A MAIL TO
USER, REQUESTING
PERMISSION FROM HIS IS
GIVES THE LIST OF
COMPLAINTS AND SOR RATES
TO THE VENDOR
USER SEEKS PERMISSION
FROM HIS IS
IS THE
USER
SATISFIED
?
PERMISSION
GRANTED?
IS ANY
ADDITIONAL
MATERIAL
REQUIRED?
IS THE
MATERIAL
AVAILABLE IN
THE
PREMISIS?
FILLS
DETAILS IN
THE ONLINE
COMPLAINT
SYSTEM
ADMIN
UPDATES THE
SYSTEM BY
GIVING A
TENTATIVE
COMPLETION
DATE
CARRY THE
MATERIAL
FROM THE
GODOWN
VENDOR COMPLETES THE
TASK AND SHOWS THE USER
VENDOR GETS MATERIAL
FROM MARKET AT SOR RATES
F INFORMS THE ADMIN IN THE CS
DEPARTMENT
ADMIN VERIFIES THE
SIGN AND ENTERS THE
TOTAL TIME IN
SYSYTEM
A
B
B
N
Y
Y
N
CONTRACTOR
INCLUDES THE BILL IN
MONTHLY BILL
C
N
Y
N
Y
C
E

USER CENTRAL SERVICE ACCOUNTS DEPT.
VERIFIES THE BILL AMOUNT
AGAINST ALL THE COMPLAINTS
AND ADDS MATERIAL COST IN THE
SYSTEM TO GET TOTAL COST
FILLS THE CONTRACT JOB
CERTIFICATE SEEKING APPROVAL
FROM IS AND NS
ADMIN ATTACHES THE HARD COPY
OF CJC WITH THE BILL AND SENDS
TO ACCOUNTS DEPT.
THEY PUT THEIR DIGITAL
SIGNATURE ON IT
DEPT. DEPOSITS REQUIRED
MONEY IN THE CONTRACTOR’S
ACCOUNT
APPROVED
END
A
CLOSES THE COMPLAINT
E
N
Y

ANNEXURE
Table1.1:
NAME OF
FIELD
EXISTING/
RECOMMENDED/ TO
BE REMOVED
RELEVANCE AUTO/ MANUAL/
SELECTION
1.
Sr.no. Existing The serial no. of
entry
Auto
2. Entry no. Existing The code of entry Auto
3. User name Existing Shows the name of
user who files a
complaint
Auto
4. PS no. of
user
Existing Identity of the user Auto
5. Entry date Existing The date of entry Auto
6. Entry
department
Existing Department of the
user
Auto
7. Due date Existing Tentative completion
date given by the
admin of CS
department
Selection
8. Completion
date
Existing Actual date of
completion
Selection
9. Status Existing Status of the
complaint
Manual
10. Complaint
type
Existing The department of
CS to which the
complaint is related
Selection
11. Remark1 Existing Complaint statement
by the user
Manual

12. Remark2 Existing Reply by admin Manual
13. Extension
no.
Existing Extension of user Auto
14. Location Existing Location of user’s
office in the premises
Selection
15. Sub location Existing Sub location of user’s
office
Selection
16. Sub type of
complaint
Existing Further classification
of the type
Selection
17. Contractor
name
Existing Name of the
contractor allocated
to fix the problem
Selection
18. Material
required
Existing Is extra material
required?
Selection
19. Assign date Existing Date of assignment
to the vendor
Selection
20. Closed by Existing Name of the admin
responsible
Selection
21. Complaint
nature
Existing Nature of work
required
Selection
22. Flat no. Existing for MHC Indicates flat no, of
user in MHC
Manual
23. Address Existing for MHC Indicates user’s
address
Manual
24. Available
time
Existing for MHC Time of availability
of user
Manual
25. IS PS no. Existing Identity of user’s IS Manual
26. IS email
address
Existing Email address of
user’s IS
Manual
27. Complaint1 To be removed Redundant NA
28. Complaint2 To be removed Redundant NA

29. Due time To be removed Redundant NA
30. Department To be removed Redundant NA
31. Completion time To be removed Redundant NA
32. Rate Existing Indicates the SOR
rates
Auto
33. Labor rate Recommended Indicates the labor
cost present per hour
Manual
34. Quantity Existing The no. of items
used
Selection
35. Due date2 To be removed Redundant NA
39. Approver name To be removed Redundant NA
40. Cost Object Recommended Shows the items used
on which cost is
incurred
Selection
41. Labor cost Recommended Indicates labor cost
involved
Auto
42. Material Cost Recommended Indicates material
cost involved
Auto
43. Cost Existing Sum of labor and
material costs
Auto
44. Time1 Recommended Time taken by
vendor on day1
Selection
vendor on day2
Selection
vendor on day3
Selection

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