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Summer 2013
Master of Business Administration- MBA Semester 4
OM 0015 - Maintenance Management
Q.1 Write short notes on break down or corrective or remedial maintenance.
(Explanation of break down or corrective or remedial maintenance; Objectives of break-down or corrective
maintenance; Characteristics of break-down maintenance system; Advantages of break-down maintenance
system; Disadvantages of break-down maintenance system – 10 marks i.e. 2 marks each) 10 marks
Answer : Break down or corrective or remedial maintenance:
Breakdown Maintenance is the method of operating the machines to run until they fail and then repair in order to
restore them to an acceptable condition. Planned repair or rectifying the problem is carried out when it is more
convenient and cost effective. This method is also called as on-failure maintenance or corrective maintenance.
Corrective maintenance is carried out on all items where, failure or wearing out is not significant and the cost is not
greater than preventative maintenance.
Q.2 Explain the planning principles in maintenance management.
(Organizing planning functions with separate responsibility and identity; Making planners to concentrate on
future works as one of their primary tasks; Asking planners to maintain simple base files as part of their work
systems; Training planners to expertise their job and dictate the job requirements through their dedicated work
plans; Helping planners to recognise the skill of the crafts required and arrange; Organizing planners to work
sample their tasks while execution and hence measure the planning effectiveness- 10 marks i.e. 1.67 marks each)
10 marks
Answer : Principles in maintenance management :
1. Organizing planning functions with separate responsibility and identity:
In this principle, the planning function is organized as a separate function. Personnel who are most experienced
and having expertise as craft maintenance crew are selected and assigned to the planning section. This type of
selecting within the department and assigning a separate function will further facilitate specialization not only in
planning processes, but also focuses on the future works to be executed.
Q. 3 The principles used in scheduling are the ones that enable us to achieve the objectives of forecasted skill
levels for each task. Routine maintenance needs the use of these principles, as they create a framework for
successful scheduling of planned work. Each principle sets the guidelines on how the maintenance should handle
different scheduling processes. Briefly explain these principles.
(Six principles – 10 marks , equal marks distribution for each point) 10 marks

2. Answer : Principles used in scheduling :
Principle1: Scheduler or the planners plan the jobs for lowest required skill levels, to the extent possible.
Principle 1 specifies that the job planners should, as far as possible, be able to identify the lowest skill necessary to
complete the scheduled work. The conflict here is that the supervisor, who is supervising the task, has the higher
skill capability and expertise needed to guide the lowest skills while executing the job effectively.
Q. 4 The equipment failure rate has a characteristic behaviour and is similar to the life cycle of the product. For
better planning and control, it is important to know the characteristics and the nature of occurrence of failures
over a period of time of the equipment in use. The graph indicating the failure pattern resembles a bath tub and
hence is called ‘Bath Tub Curve’. This failure distribution over the life of equipment was developed by ‘Weibull’
and hence known as the ‘Weibull distribution graph’. Explain the three phases of Weibull Distribution Graph /
bath tub curve representing life of the equipment.
(Infant mortality phase – 4 marks; Useful performance phase- 2 marks; Ageing phase-4 marks)
Answer : Three phases of Weibull distribution graph/ Bath tub curve :
Infant mortality phase :
From the , it can be seen that the initial ‘infant mortality ’ period of bathtub curve is characterized by high failure
rate and the items become less likely to fail as their survival time increases. For long time product, as what Juran
(1988) has pointed that the ‘infant mortality’ is a major reason determining complaints rate. On the other
hand, although the initial failure period is generally short, there are some exceptions. ‘This period normally ranges
from a few minutes to several hundreds hours’
Q.5 Overall Craft Effectiveness (OCE) applies specifically to the productivity of the craft resources. OCE supports
and understands maintenance as a profitable business opportunity. What are the three elements of OCE?
(Craft Utilization – 4 marks; Craft Performance with best of effectiveness – 3 marks; Craft Service Quality- 3
marks) 10 marks
Answer : Elements of OCE :
1. Craft utilization :
The first element of the OCE Factor is Craft Utilization or pure wrench time. This element of OCE relates to
measuring how effective we are in planning and scheduling craft resources so that these assets are doing value-
added, productive work (wrench time). Effective planning/scheduling within a proactive maintenance process is
one important key to increased wrench time and craft utilization. It is also about having an effective storeroom
with the right part
Q.6 As in any process, all the inputs are provided for maintenance department to transform into output from
their maintenance activities. These activities when systematically conducted become the work management
process. There are many steps to be followed in the total work management process. Explain these in brief.
(Identifying work; Select work; Plan work; Schedule work; Execute work; Close work; Feedback -10 marks i.e.
nearly 1.67 marks each) 10 marks
Answer : 1. Identifying work:
In identifying the work , an understanding of what you want to measure is of critical importance. Usually there are
many processes and functions, each potentially needing performance measures. If there are multiple processes,
consider the business impacts, and select those processes that are most important to the customer (both internal
and external) to satisfy their requirements and/or those processes with problem areas identified by management.

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