OM 0015 Maintenance Management Assignment (Set 1)

Q1. Explain how breakdown, corrective and remedial maintenance contributes to the
maintenance management of an organization. Ans. Breakdown or corrective maintenance is periodically performed on the equipment to rectify the problem. Breakdown Maintenance is a practice to run the machines until they fail and then take repair to restore them to an acceptable working condition. This kind of rectifying the problem on breakdowns of the equipment may be more convenient and cost effective after its failure rather than disrupting production frequently for preventive and routine maintenance action. It is also called on failure maintenance or corrective maintenance. This type of maintenance is also done when an item has failed or is totally worn out. Corrective maintenance will be taken up on those parts and aggregates where the wear out is not that alarming so as to affect the performance of the running machine. Here too cost consideration is that the corrective or repair maintenance is carried when intermediate cost incurred is found less that of the regular preventive maintenance. Repairing the equipment means restoring it to its original acceptable working condition by replacing a part, which is broken or damaged, or reconditioning that part. For example, an electric motor may not start when switched on due to its broken drive shaft and consequently its transmission too has failed. Repairing this by replacing the functional item that is the drive shaft and bring back the equipment to its original working condition is called corrective maintenance. Corrective maintenance activities include both emergency repairs and preventive or corrective repairs. This system is also called the Operate to Failure, since the system involves the predetermined action after the failure happens. The breakdown maintenance method is expensive as it results in higher maintenance cost, increased downtime, and loss in output. It also involves certain safety hazards, upsets schedules and may lead to frayed tempers between maintenance and production people and unnecessarily puts in unnecessary pressure on maintenance staff. Corrective maintenance strategy is also called scheduled maintenance strategy. Corrective maintenance is carried out by maintenance crew in three steps are :

1. Diagnosis of the problem: the maintenance technicians take time to locate the failed parts and assess the cause of the system failure 2. Repair and or replacement of failed parts: once the cause of system failure is identified, action must be taken to address the cause. 3. Verification of the action taken: once the component is repaired or replaced, the maintenance technicians must verify the system for its successful operations. Q2. Explain the measures that capture the attributes pertaining to breakdowns and other maintenance performances. Ans. The measures that capture the attributes pertaining to breakdowns and other maintenance performances are mentioned below. These are:

Mean Time Between Failures (MTBF). Mean Time To Repair (MTTR). Availability.

1. MTBF Measuring Mean Time Between Failures (MTBF) is the expected time of the arrival of a failure.

If Y is the failure rate of the equipment then MTBF is (1/Y) The equipment manufacturers sometimes supplies data on MTBF. However there is a set of assumptions behind these numbers. A more direct and easier approach to estimate MTBF is to maintain equipment history cards and record all the failures that have occurred. On analysis of this information one can estimate the MTBF. 2. MTTR Mean Time To Repair (MTTR) is the expected time for restoring the equipment back to working condition.

If the service rate is denoted by u, then the MTTR is the inverse of the service rate, that is (1/u). MTTR is composed of two components in the maintenance context. The first is the exact identification of the nature of the problem and the remedies and repairs required. The second is the actual repair of the equipment. The severity of breakdown will significantly influence the MTTR. If the breakdown is less severe then it may require less time to restore the equipment to working condition.

Another factor that will influence MTTR is the quality of the maintenance activity itself. 3. Availability The availability is defined as the fraction of the time the equipment is available for production use.

If, on an average, in a total time of A(t), the equipment is not operative for a period of [d(t)] due to breakdowns, then the availability is computed as A = Availability = (A(t) - d(t))/ A(t) It is clear from the above discussions, that the availability measure captures both the frequency and the severity of breakdowns. Therefore; it is a useful measure for assessing maintenance effectiveness. However in recent years, the measure in which the availability is being computed has witnessed a much broader scope. Q3. Why detail analysis and use of different methods areessential requirements for taking suitable decisions on the equipment replacements? Explain briefly these methodologies used. Ans. A frequently encountered issue for maintenance department is Equipment replacement.. Equipment replacement is inevitable decision and hence the maintenance manager often faces questions like When do I replace? Do I wait for another six months or do I replace it right away?

Answering this question depends on the cost of maintaining older equipment versus the cost of new equipment. Since this decision on alternatives can only be taken after the equipment has worked for certain specific timeframe, the issue pertains to the time value of money. This means the suitable timing of the equipment replacement and appropriate decision taken becomes the very important factor for the maintenance manager. Methods of replacement- analysis: The method of replacement and its analysis is similar to those adopted while procuring the equipments under original investment plans of the project, except for the following differences: The original investment analysis was made from purely investment and returns basis, whereas in case of replacement the estimation will also consider the residual serviceable life the existing equipment. In case of replacement analysis, the new machine being procured gives out certain standards for comparison with the existing machine being replaced.

Organizations have alternative methods for analysis before any decision is taken for replacement. Some of these important methods of analysis for replacement are: Decision Tree method. Minimum Annual Cost method. Barnes Formula method. MAPI Method.

Q4. Explain briefly the ABC classification and reasons behind recommending ABC and VED classifications for managing inventory of spare parts for maintenance? Ans, Inventory of production items, components, and aggregates are classified into groups based on their relative importance with respect to availability, the economy or the lead time for procurement. Inventory items are classified and controlled based on some criterions. The following are some of the inventory classifications used for production items:

ABC Analysis Always Better Control of values. 4

HML Analysis High, Medium and Low unit prices of items. VED Analysis Vital, Essential and Desirable items. SDE Analysis Scarce, Difficult and easily available items. FSN Analysis Fast, Slow and Non-Moving items.

While there are many classifications like the ones indicated above, the method used for classification for inventory control of spare parts are: ABC. VED Always Better Control (ABC): ABC classification is based on the idea that only a small percentage of materials represent the majority of inventory value. The three categories are as follows: A: high consumption value items. B: moderate consumption value items. C: low consumption value items.

VED analysis: In VED analysis, items are classified according to their importance to the production process. In this system, V stands for vital, consisting of those items without which, production would stop. E denotes essential items whose absence could affect the efficiency of the production process. D stands for desirable items. these items are required but do not cause immediate loss to production. Q5. Explain briefly the universal principles used for improving productivity of the maintenance management Ans. illustrated below tells us how the data collected from all the standardisation processes are organised at five levels in the building block fashion.

Now discuss the above mentioned five levels of organizing the collected data. Basic motions: UMS data, which is organized at five levels, as explained above, is the predetermined time system for basic motions. Analyzing and classifying the data into

basic motions, establishing a relationship between the motions and the time taken to perform the operations is a universal practice. Two widely used practices are: Predetermined Time Systems which details the methods and time measurement Operation Sequence Technique where work measures are made on basic motions such as reach, grasp, move, position and release operations in a process. Basic operations: Basic motions are grouped together as individual operations. For each process, the planner can fix up the suitable craft and skills. Craft operations: Some operations and their operating times are unique to a particular craft. Similar craft data for other skilled operations such as painting, carpentry, electrical, pipefitting, can also be made available to the maintenance crew Bench marks: By incorporating the use of UMS, the maintenance supervisor can typically apply the above discussed set standards to their work. Spread sheets: Planners need to establish planning times for large number of jobs using sample data of the benchmark jobs by using spread sheets. They help to publicize the data along with a step-by-step process. For example:- Benchmarking a task can be easily done in areas of work performed on electrical lighting, diesel generators, in mechanical fields like belt drives, gear boxes and material handling equipment like clutches and brakes. This has been made possible as most of the companies follow standard methods of operation and maintenance activities, which can be taken for benchmarking in your organization for comparison of work.

Q6 What is meant by Overall Equipment Effectiveness? What are its constituents? How the six losses are addressed through OEE? Ans. Overall Equipment Effectiveness is defined as the product of the availability of the equipment and the overall performance efficiency resulting in the quality output, with zero defects. OEE is having three important components namely:1. Availability of the equipment for continuous production. 2. Equipments performance in giving out the desired products. 3. The quality yield from that equipment, which is expected to be zero defective products.

OEE = Availability X Performance Efficiency X Quality yield

Availability

(TimeAvaila blefor Pr oduction Downtimeof Equipment ) TimeAvaila blefor Pr oduction

Performance

Actual Pr oduction Ideal Pr oduction

QualityYield

(TotalParts Pr oduced QualityofSpecification) TotalQuality Pr oduced

Here, the actual production or capacity and the ideal production or capacity can be considered. Therefore, OEE clearly reveals the performance bottlenecks and tells exactly as to how effective your equipment is, how much production you are losing at each step, and what you can improve. It is a powerful time study that helps you and your shop floor personnel to visualize and eliminate equipment losses. It doesnt generate financial data or any strategic decisions. The following are the objectives served by OEE. It: Helps see a problem so that you can fix it. Lets you visualize the big losses in breakdowns. Reduces set up time of equipment. Reduces down time of equipment. Reduces defects.