International Journal of JOURNALEngineering and Technology (IJMET), ISSN AND INTERNATIONAL Mechanical OF MECHANICAL ENGINEERING 0976 6340(Print), ISSN

N 0976 6359(Online) Volume 3, Issue 2, May-August (2012), IAEME

TECHNOLOGY (IJMET)

ISSN 0976 6340 (Print) ISSN 0976 6359 (Online) Volume 3, Issue 2, May-August (2012), pp. 685-692 IAEME: www.iaeme.com/ijmet.html Journal Impact Factor (2012): 3.8071 (Calculated by GISI) www.jifactor.com

IJMET
IAEME

IMPLEMENTATION OF PREVENTIVE MAINTENANCE PROGRAM IN THERMAL POWER STATION: A REVIEW AND CASE STUDY
Ramnarayan Sahu1 Department of Mech Engg UIT RGPV Bhopal ramnaratanrits@yahoo.co.in Dr. A.C.Tiwari2 Prof.,HOD, Mech. Engg, UIT RGPV Bhopal aseemctiwari@yahoo.com Anupama Yadav3 Department of Mech Engg TRUBA, Bhopal anupama.yadav89@gmail.com

ABSTRACT To make Thermal Power Plants (TPPs) economical, the maintenance functions should be optimized by carefully selecting and planning the maintenance strategies that will address the maintenance needs of the plant at the least cost. This research was carried out to obtain a clear understanding of the modern management concepts and to assess their suitability to management of maintenance in thermal power plants. The objective of the study was to propose a methodology that can be used to compare the management methods and determine a method that can optimize maintenance of TPPs to make the plants operate economically. The research showed that the methods commonly applied in maintenance processes are PM, CBM and CM. Each of these methods has their individual strengths and weaknesses when applied to different maintenance scenarios. It is seen that careful blending of these methods is needed to achieve an optimum and cost effective maintenance strategies. Keywords: Condition Based Maintenance, Operation and Maintenance, Preventive Maintenance,
Thermal Power Plant.

INTRODUCTION Maintenance is defined as the work of keeping an operating system in good condition or putting it in working order again after it fails. Maintenance refers to the collection of activities that include inspections, overhauls, repairs, preservation of parts and replacements carried on an operating equipment to preserve its functions, avoid consequences of failure and ensure its productive capacity. Maintenance functions in production plants have major impacts on product delivery, product quality and production cost. The true value of maintenance can only be realized when maintenance activities for each maintained equipment are optimized. Over the past few decades, there has been considerable interest and research in the field of maintenance modeling and optimization. Maintenance actions affect the cost of operating a
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system and whether the system will be operated economically or not. The book engineering maintenance: a modern approach explains that 80% of the billions of dollars spent on operation and maintenance in the Indian industries go to correcting chronic machine failures that can be avoided with a well designed maintenance system. To optimize maintenance, the individual maintenance needs and activities are carefully assessed and assigned into a maintenance method. Maintenance methods refer to the procedures in which the maintenance activities are planned, scheduled and executed. Maintenance methods that are commonly used in practice include: a) Preventive Maintenance (PM), b) Condition Based Maintenance (CBM) and c) Corrective Maintenance (CM) also known as Operate-to-Failure (O2F). The procedures and methodologies for assessing and assigning of the maintenance activities into maintenance methods constitute a maintenance management system. Preventive maintenance Preventive maintenance (PM) is a time based maintenance method in which the maintenance activities are planned and scheduled based on predetermined counter intervals in order to prevent breakdowns and failures from occurring. The book Applied Reliability Centered Maintenance defines PM as any scheduled preventive tasks intended to reduce the probability of failure of equipment. The scheduling process can be done by a computer system, human memory, wall charts or other scheduling methods. The interval counters include calendar time, running hours, operational cycles or production and seasons shown in Table 1. The primary goal of PM is to preserve and enhance equipment performance and reliability by preventing failure of equipment before its failure occurs by such actions as replacing worn-out components.

Table 1: Types of scheduling counters for preventive maintenance PM is commonly used where an equipment failure is age related. The PM activities can be carried out while the equipment is in operation, on restricted load or during a planned stop. Advantages of Preventive Maintenance Maintenance is planned well in advance. Reduction in wear and tear of machines and increase in their life. Reduction in breakdown frequency.
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Minimizes breakdowns and hence minimum inventory hold ups. Improvement productivity due to lesser breakdowns is as is reduction in downtime. Improves reliability of the machineries Higher safety for workers. Labor used cost effectively. It is possible to have planned shutdowns and repair. Leaser rejection and better quality. Less breakdown costs. Fewer stands by equipment requirement. Identification of parts and its nature and cost involved in repairs is possible.

REVIEW OF PREVIOUS WORK Sunday Olayinka Oyedepo, Richard Olayiwola Fagbenle [15], 2008 gave a case study about the Preventive Maintenance Program on Thermal Power Plant that contains one of the most important performance parameters which reflect the quality and standards. The great care and effort devoted to increasing the reliability and quality of electrical power is an indication of the economic implication for the power industry. This study has investigated the reliability and availability of power station units in relation to implementation of preventive maintenance program. The availability analysis shows different results for each unit indicating differences in their system installation, maintenance and operation. The availability and reliability of the turbines presented in this study reflect an onsite behavior, including the effects of changes in auxiliary systems maintenance policy. Identifying the effects of component failure on the system under analysis, based on the failure effects classification, a maintenance policy can be formulated to reduce their occurrence probabilities. Vicki M. Bier, J. David Glyer and Laurits R. Christensen [5] 2001 from University of Wisconsin-Madison gave strategic views on Preventive Maintenance for Deregulation of Electricity that changes the incentives for preventive maintenance at power plants. Generating companies used to focus on engineering- oriented figures of merit such as capacity factor and forced outage rate. Under economic regulation, annual average capacity factor made sense as a performance measure for use by electric utilities, especially since some regulators used it as a performance benchmark. However, in a competitive market, electricity prices can vary by more than two orders of magnitude between high cost and low-cost hours, so achieving good annual average capacity factors is no longer sufficient. Instead, the timing of when a plant is available also becomes critical to its economic performance. Under these situations, reliability is more important to profitability than it used to be. Thus, avoiding a day of forced outage may be worth several days of planned outage at a low cost time of year. In fact, as future electricity markets evolve, forced outage rates may have yet another direct financial consequence for utilities, since they may affect the cost of required reserves to cover possible forced outages (equivalent to an insurance premium). Roengchai Chumai [1], 2003 from Thailand gave Dynamic Modeling of Plant Maintenance Strategy that involves a low level of reactive maintenance or fire fighting behavior.
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International Journal of Mechanical Engineering and Technology (IJMET), ISSN 0976 6340(Print), ISSN 0976 6359(Online) Volume 3, Issue 2, May-August (2012), IAEME

It can generate consequence or secondary failures of associated parts and equipment. Moreover, it can cause additional cost due lost production during an unplanned shutdown. Most of plants are reducing reactive maintenance and increasing preventive, predictive and proactive maintenance since the maintenance work can be planned. However, the percentage of preventive maintenance in Thailand at 42-60% is still considered high compared with benchmarking plants in the United States (20% preventive and 50% predictive maintenance), so that it should be reduced while increasing predictive maintenance instead because of maintenance work can be managed and planned according to equipments condition. Plant maintenance practices and condition monitoring technology from survey data were used as inputs to model while considering outputs in term of plant uptime and maintenance cost. The study found that changes in percentage of maintenance practice and condition monitoring technology significant impact to plant uptime and maintenance cost. Plant uptime was increased when reducing reactive maintenance and increasing planed maintenance. Clety Kwambai Bore [6], 2008 provides an Analysis of Management Methods and Application to Maintenance of Geothermal Power Plants that contributes a significant part of the unit cost of geothermal energy and affects the profitability of the plants. It is necessary to minimize maintenance costs by optimizing maintenance processes to make the plants run economically. This is achieved by optimizing maintenance methods. The research showed that the methods commonly applied in maintenance processes are PM, CBM and CM. Each of these methods has their individual strengths and weaknesses when applied to different maintenance scenarios. It was seen that careful blending of these methods is needed to achieve an optimum and cost effective maintenance strategies. Naoyuki Nagafuchi, Dr. Shigeo Sakurai, Dr. Hiraku Ikeda [20], 2004 gave solution services for advanced maintenance of thermal power-generation plants focusing on meeting the changing needs of customers in line with the liberalization, deregulation, and globalization of power generation, we have developed solution services namely, maintenance technologies and systems for preventative maintenance of power-generation facilities. From now on, Hitachi Group will strive to make further qualitative improvements to our total solution services by fusing IT and our core technologies for manufacturing. Amarkantak Thermal Power Plant is located at Amlai railway station on Bilaspur-Katni section of SE Railway situated at Anuppur district of Madhya Pradesh, India and has an installed capacity of 450.00 MW. This is one of the coal based power plants of MPPGCL and uses Turbine and compact machinery for synchronous operation of generators that offered higher speed of operation with effective throughput. Under the industrial training duration at Amarkantak Thermal Power Station, I found that the working procedure is going through the breakdown maintenance and Condition based maintenance program. But these maintenance systems are responsible for the occurrence of major losses in the plant like as Human injury, planning management and also consideration of time and money. But as I undergo the study of preventive maintenance, I find that if the preventive maintenance program is applied, some of the unnecessary losses due to the

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International Journal of Mechanical Engineering and Technology (IJMET), ISSN 0976 6340(Print), ISSN 0976 6359(Online) Volume 3, Issue 2, May-August (2012), IAEME

breakdown maintenance and Condition based maintenance program are route out. As a result the Power plant runs economically with higher efficiency and also there is an increment on the life. THEORY OR METHOD OF MAINTENANCE The maintenance tasks done under a PM program are illustrated in Figure. The routine tasks carried out in a PM include inspections, adjustments, tests, calibrations, rebuilding and replacements. Inspections start with a checklist of the equipment to be inspected, the symptoms to be looked for and the equipment location. Adjustments involve changes on certain operating parameters in order to optimize equipment performance. Tests are done to verify status of conformance of equipment operations to specifications. Periodic replacement is where disposable parts and inexpensive but critical parts are replaced. The long term objectives and benefits of PM programs are: Improved system reliability. Decreased cost of replacement. Decreased system downtime. Better spares inventory management. A list of tools, spare parts & instruments required. A form to record the measurements to be made. Limits or ranges for the parameters to be measured. Required safety procedures such as isolation and locking out.

The requirements for a good PM procedure include the following:

After a PM program has been developed, it must be tested and corrected and the frequency of activities adjusted. PM activities are scheduled meaning there is some basis to schedule. PM scheduling is commonly done by Computer Maintenance Management Software (CMMS) but can also be done using a wall chart, job allocation book and maintenance habits among others. Table 1 shows the commonly used counters for scheduling PM activities.

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International Journal of Mechanical Engineering and Technology (IJMET), ISSN 0976 6340(Print), ISSN 0976 6359(Online) Volume 3, Issue 2, May-August (2012), IAEME

Figure 1: Preventive maintenance procedures

The common tool used in implementation and analysis of PM programs is the Weibull distribution density function used for calculating the Mean Time Between Failure (MTBF) for equipment and to determine the most appropriate maintenance interval and variety of CMMS such as MMS, DMM and Enterprise Asses Management (EAM) used to schedule the maintenance tasks, generate work orders, track equipment maintenance history, keep records of costs etc. The spares are commonly managed using stores management software The probability density function of a Weibull random variable x is:

where k > 0 is the shape parameter and > 0 is the scale parameter of the distribution. Its complementary cumulative distribution function is a stretched exponential function. The Weibull distribution is related to a number of other probability distributions; in particular, it interpolates between the exponential distribution (k = 1) and the Rayleigh distribution (k = 2). If the quantity x is a "time-to-failure", the Weibull distribution gives a distribution for which the failure rate is proportional to a power of time. The shape parameter, k, is that power plus one, and so this parameter can be interpreted directly as follows:

A value of k<1 indicates that the failure rate decreases over time. This happens if there is significant "infant mortality", or defective items failing early and the failure rate decreasing over time as the defective items are weeded out of the population. A value of k=1 indicates that the failure rate is constant over time. This might suggest random external events are causing mortality, or failure.
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A value of k>1 indicates that the failure rate increases with time. This happens if there is an "aging" process, or parts that are more likely to fail as time go on.

In the field of materials science, the shape parameter k of a distribution of strengths is known as the Weibull modulus Calibrations are done to verify or correct accuracy of critical instruments. Rebuilding includes checking critical dimensions and replacing worn parts to restore equipment to as good as new and would require longer downtime and a detailed report of what was done, what was found, what was replaced and what should be checked in the next rebuilding. RESULT AND CONCLUSION To reduce downtime and achieve high production capabilities, the aim should be to find ways to increase equipment reliability and extend the equipments life through cost effective maintenance. To achieve these, PHC (Power Holding Company) must move away from the traditional reactive maintenance mode to proactive maintenance and management philosophies. FUTURE SCOPE In this context, arrangements with other plants or vendors (to ensure that spares will be available on short notice) can provide one mechanism for reducing spares maintenance with diminished downside risk. The idea of controlling the timing of forced outages at first would appear to be a contradiction in terms. After all, if an outage is truly forced, how can a plant are expected to control the timing of that outage? However, the timing of forced outages can in fact be influenced by paying careful attention to the circumstances that can cause such outages for example, by limiting online maintenance to times when outages would not be excessively costly. ACKNOWLEDGEMENT I express my deep sense of gratitude of Dr.A.C.Tiwari, Prof. Head of the department of Mechanical Engineering UIT, RGPV Bhopal for his valuable guidance encouragement and help for this work. REFERENCES 1. Roengchai Chumai, 2003: System Dynamic Modeling of Plant Maintenance Strategy in Thailand, Asian University, Thailand 2. August, J., 1999: Applied reliability - Centered maintenance. Pennwell Corp., 500 pp. 3. Barlow, R., and Hunter, L., 1960: Optimum preventive maintenance policies. Operations Research, 8, 90-100. 4. Vicki M. Bier, J. David Glyer, Laurits R. Christensen, 2001: Preventive Maintenance Strategies for Deregulation, University of Wisconsin Madison .http://bier.UtilitiesProject.com. 5. Clety Kwambai Bore, 2008: Analysis Of Management Methods And Application To Maintenance Of Geothermal Power Plants. United Nations University Geothermal Training program, Iceland 6. Bengtsson, M., Olsson, E., Funk, P., and Jackson, M., 2004: Technical design of CBM system. In: Proceedings of the 8th Maintenance and Reliability Conference, Knoxville, USA.

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7. Bertling, L., and Eriksson, R., 2005: A reliability-centered asset maintenance method for assessing the impact of maintenance in power distribution systems. IEEE Transactions on Power Systems. 20-1. 8. Brown, M.V., 2003: Building a PM program brick by brick. New Standard Institute Inc. Publications, website: www.newstandardinstitute.com. 9. Cooper, H.C., 2002: Lean maintenance for lean manufacturing. Amemco Company, a white paper. 10. Dhillon, B.S., 2008: Engineering maintenance: a modern approach. CRC Press, 306-323, 224 pp. 11. El-Ferik, S., and Ben-Daya, M., 2006: Age based hybrid model for imperfect preventive maintenance. IIE Transactions, 2006. 12. S.K. Yang, 2004: A condition-based preventive maintenance arrangement for thermal power plant, National Chin Yi Institute of Technology,2004 13. Forman, E., Selly, M.A., 2001: Decision by objectives. How to convince others that you are right. World Scientific Pupl. Co. Pte, Ltd., 402 pp. 14. Sunday Olayinka Oyedepo, Richard Olayiwola Fagbenle, 2008: A Study of Implementation of Preventive Maintenance Program in Nigeria Power IndustryEgbin Thermal Power Plant, Case Study.Nigeria. 15. Girdha, P., and Scheffer, C., 2004: Predictive maintenance techniques: Part 1: Predictive maintenance basics. Science Direct, Elsevier Ltd. 16. Gygi, C., DeCarlo, N., and Williams, B., 2005: Six Sigma for Dummies. John Wiley and Sons Publ., Inc., Indianapolis, Indiana, 360 pp. 17. Haarman, M., 2004: What is the actual added value of maintenance? Mainnovation Inc, Dordrecht, Netherlands. 18. Heisler, R., 2003: Planning and scheduling in a lean maintenance environment. Life Cycle Engineering, Inc. 19. Naoyuki Nagafuchi, Dr. Eng. Shigeo Sakurai, Dr. Eng.Hiraku Ikeda,2004: Total Solution Services for Advanced Maintenance of Thermal Power-generation Plants, Hitachi Review Vol. 53, No. 3 20. Johnson, J.A., Widener, S., and Gitlow, H., 2006: A Six Sigma case study: G.E.P. boxs paper helicopter experiment - Part B. Quality Engineering, 18, 431442. 21. Kennedy, S., 2006: New tools for predictive maintenance. Plant Services Ltd., internal articles. 22. Kilpatrick, J., 2003: Lean principles. Utah Manufacturing Extension Partnership, paper, 5 pp. 23. Mabbett, A., 2002: Quality management and customer care, BS3008: the quality gurus. British Government publication. 24. Opondo, K., 2006: Corrosive species and scaling in wells at Olkaria, Kenya and Reykjanes, Svartsengi and Nesjavelllir, Iceland. University of Iceland, MSc thesis, UNU-GTP, Iceland, report 2, 76 pp.

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