Maintenance Types/ Systems In earlier days very few terms were used in maintenance management like repair, overhauling,

P.M. etc. but with the involvement of management experts in maintenance and also attempting to differentiate between various maintenance jobs, several new terms were invented and used such as Planned Maintenance, scheduled maintenance, routine maintenance, periodic maintenance, breakdown maintenance, corrective maintenance, predictive maintenance, opportunity maintenance, need based maintenance, optimum maintenance, fixed time maintenance, condition based maintenance and reliability centered maintenance etc. however, with so many terms available now, there are more chances of confusion in the minds of maintenance personnel. In order to streamline the understanding of different types/systems of maintenance functions, the classification can be done on the basis of planning and critically/essentially of jobs. Some jobs may be planned in advance but some jobs may have to be taken up immediately and un-planned. Planned and un-planned jobs can also be classified further depending on nature of the job and its essentially. The detailed classification is shown below:Emergency or breakdown maintenance Opportunsitic Maintenance Correective maintenance Corrective Maintenance Routine Maintenance

Maintenance System Planned Un-planed

Preventive Maintenance Predictive Maintenance Design-out maintenance

Breakdown Maintenance (Emergency Repair): In a breakdown maintenances system, repair is undertaken only after the failure of the equipment. The equipment is allowed to run undistributed till it fails. Of course, lubrication and minor adjustment (for pressure, flow etc.) are doing during this period. Only when equipment fails to perform designed functions or comes to a grinding help, any other maintenance/repair job is taken. On the face value, this system appears to be simple and less expensive but it is really so, it may work good in a small factory/plant where: Number of equipment are few. Equipments are very simple and repair does not call for specialist or special tools/tackles. Where sudden stoppage/failure of equipments will not cause severe financial loss in terms of delivery commitment or further damage to other equipments/components. Where sudden failure will not cause severe safety or environmental hazards. In such small factories, generally there are no specialized maintenance crew; Maintenance is normally done by the persons operating the machine and other connected persons. Maintenance is generally done to put back the breakdown m/c into operation but not much job is done to prevent recurrences of such breakdowns. Spares are generally kept with persons operating the m/c or their superiors.

However, such breakdown maintenance system cant work in a big industry having large number of equipments, some which may be quite intricate. This is not used in chemical and process industries where reliability requirement is quite high and where failure may lead to safety or pollution hazards or where restart of the equipment/plant will take considerable time. Breakdown maintenance in such big and process industries proves to be very costly as downtime and restart costs are huge. Frequency of breakdown becomes more and downtime period often increases as resources (man-power and facilities/tools etc.) may not be available or deployed elsewhere at the time of breakdown on an m/c. As such, in these industries, other more reliable maintenance systems (P.M. or CBMS etc.) are adopted. However, a maintenance personnel may, sometimes, be forced to adopt breakdown maintenance because of some technological or resource constraints. A rough flow diagram of breakdown maintenance is shown in figure. Corrective Maintenance: Corrective Maintenance, as the name implies, means maintenance actions for correcting or restoring a failed unit (or the units going to fail). Its scope is very vast and may include different types of actions from small actions like typical adjustments and minor repairs to re-design of equipment. It includes both planned and unplanned (or scheduled and unscheduled) actions and is governed by failure of the items as well as condition of the items. Actions in corrective maintenance can be sub-divided, according to priority, as follows: (i) Emergency work, high priority, generally off-line i.e. after stooping the equipment, normally less than 24 hours notice is given for taking the job. (ii) Deferred work-jobs of lower order priority, generally offline. (iii) To eliminate/reduce respective breakdowns. (iv) Reconditioning or re-design jobs (both major and minor). Corrective maintenance is generally one time task i.e. once taken up, completed fully. Each corrective maintenance job may differ from the other. Some of the corrective maintenance jobs may call for collection of extensive data/information about the breakdowns and their causes etc. and proper analysis of those data before coming to conclusion about actual jobs to be done. Techniques like cause and affect analysis (Fish-bone diagram/Pareto diagram) etc. help these cases. Some jobs may call for research & development (R&D) activities. Thus, such corrective maintenance jobs may have the following stages: Collection of data/informations and analysis. Identify likely causes. Find out the best possible solutions to eliminate likely causes. Implement those solutions etc. Some of the differences between preventive maintenance (P.M.) and corrective maintenance may be as follows:-

(i) P.M. jobs are generally taken before the equipment has stopped working whereas corrective maintenance may be done before or after the equipment has stopped working. (ii) Level and type of P.M. jobs are generally decided within the maintenance department whereas in corrective maintenance help of other departments may be taken. (iii) PM jobs are planned well in advance corrective maintenance jobs may be taken at shorter notice. Corrective maintenance jobs may also include some of the Design-out maintenance jobs. Mr. V.Z. Priel of U.K., in his book Systematic Maintenance Organization, explains that the emphasis in corrective maintenance is an obtaining full information of all the breakdowns and their causes. Efforts are made to identify and eliminate the cause by the activities such ass improving maintenance practices, changing frequency of maintenance services, improving process control practices, modifying equipments or components of equipments etc.

Breakdown in Maintenance Flow Diagram

Opportunistic Maintenance: In multi component system, with several failing components, often it is advantageous to follow opportunistic maintenance also. When an equipment or system is taken down for maintenance/changing of one or few worn-out components, the opportunity can be utilized for maintenance/changing other wearing out the components even through they have not failed. This would probably be economical in the long run than taking shut-down when other components fail. Normally cost of replacing several parts jointly is much less than the sum of the costs of several separate replacements. However, cost of left over (residual) life of the components, which are going to be changed, has to be taken into considerations in such calculations. Opportunistic maintenance is very beneficial for non-monitored components. For non-monitored components, which are inaccessible for inspection without replacement, replacement policy may be considered. For non-monitored components, which can be inspected before the replacement, inspection policy may be considered. For monitored

components, if fault is detected in one of the check and repair other similar components. As a commonly used example in automobiles engine, if one value gives problem (worn out) and needs grinding, all other valves are also\ ground in the same shutdown. It would be very expensive to dismantle, grind and re-assemble the values as and when they show problems. (worn-out). Often, in an equipment complex, which are taken down every year for statutory annual overhaul and inspection (like boilers etc.) if any components fails a month or two earlier than the scheduled date of start of next shutdown and if that repair is going to take some time, the next annual overhaul and inspection is prepared to start immediately and total job in taken together. This can be a case of opportunistic maintenance. Opportunistic maintenance is actually not a specific maintenance system but is a system of utilizing an opportunity which may come up anytime. To carry out the actual jobs, we use different telephone systems. Routine Maintenance: Routine maintenance is the simplest form of the planned maintenance but very essential. As the name implies, routine maintenance means carrying out minor maintenance jobs at the regular intervals. It involves minor jobs such as cleaning, lubrication, inspection and minor adjustment of pressure, flow tightness etc. and tightening of loose parts etc. It also includes inspection of bearings, V-belts, couplings, jointings, foundation bolts, earthings and protective covers etc. The small and critical defects, observed during such inspection, are rectified and bigger jobs are planned for rectification during next available shutdown. Such maintenance is essential for effective scheduled and preventive maintenance. Routine maintenance is not need-based. In anequipment, some motors may be running four hours a day and some motors may be running twenty hours in a day, but, in routine maintenance, all are inspected at the same factory. This may lead to some amount of over- maintenance, on some equipments or components but this system pays handsomely in the long run. Regularity i.e. carrying out planned jobs regularly in simple cyclic schedules is very essential in routine maintenance. Such schedules are simple (like check, clean, lubrications, tighten, adjust etc.) and respective. Routine maintenance may also consider a small portion of preventive maintenance. Frequency of routine maintenance is generally once every shift (at the start of shift) or once every day. Of course, in sophisticated and automatic \working equipments or in equipments having enough condition monitoring gadgets to indicate failures, the period of routine maintenance may change. Again, depending on the extent of jobs and time available either the same jobs may be planned for every day or one group of jobs may be planned for Monday, another group of jobs for Tuesday and so on. Routine maintenance needs very little investment in time and money. The duration of routine maintenance in a day is generally so small that it is does not affect the output from the m/c appreciably. As the jobs are not big and dont need much spares and materials, costs of doing routine maintenance is also very small. However, cost of not doing routine maintenance may be very high as small defect, which could have been rectified during routine maintenance with little time and effort, may lead to a major problem and crisis causing severe production disruption and needing lot of money and resources for rectification. One example of routine maintenance is one Railway suburban electric train system is that whenever a train stops at few bigger stations, a group of maintenance people immediately start checking brakes etc. The whole job is over in 10 to 12 minutes by the time the train is due to start for onward journey. In industries, during shift change periods a small group of maintenance personnel carry out necessary inspection, lubrication, adjustment and tightening etc. for about 15 minutes by the time operating personnel are ready to start the equipment. Rough flow diagram of routine maintenance is shown in figure. Similar flow diagram can be made for other maintenance systems. Preventive Maintenance: This is one of the oldest maintenance systems being practiced in industries. It is easy to understand and is still being used extensively. Today corrective maintenance and Condition based maintenance (diagnostic maintenance) etc. are also added to this concept to some extent. Preventive maintenance (PM) is the planned maintenance of plants and equipments (including and resulting from periodic inspections) in order to prevent or minimise breakdowns and depreciation rates. As it covers vast areas occasionally some people get misled about its coverage. Some people think PM is just a routine inspection, cleaning, lubrication, adjustment and doing minor repairs/jobs on equipments. Some other think that PM means internal cleaning of equipments and components, lubrication and oil changing and replacement of

consumables like gaskets, belts, seals, bearings etc. Yet some other link that PM includes only major jobs like overhauling and reconditioning etc. Actually PM includes all the three types of activities mentioned here. After PM repairs, the equipments health is restored back nearly to the equipments original condition. However, it does not include much improvement and upgradation jobs.

Flow Diagram for Routine Maintenance In general, the various components of PM are as follows:(i) Check drawings, design and installation of equipments including subsequent re-design and minor modifications depending on specific nature of problems. (ii) Proper identification of all items, proper documentations and conditions: History Cards/Records Spares catalogues, equipment catalogue and inventory list. Job manuals etc. Maint work orders etc. (iii) Periodic inspection of plants and equipments: Use of checklists by inspectors and its frequency, daily, shift-wise, weekly monthly etc. Well qualified and experienced inspectors. Use of necessary aids Test equipments, vibration meters, ultrasonic and X-ray equipments etc. Preparing total defect lists and their categorizations. (IV) Repetitive Servicing, repairs, upkeep and overhauls: Minor repairs Medium Repairs roughly around 50% of jobs of major overhauls. Major overhauls or capital repairs. Emergency repairs or corrective repairs. Recovery or Salvaging-when equipment ahs undergone several major repairs. (V) Adequate lubrication, cleaning and painting of equipments. Changing of oils and lubricants of systems as per inspection report. (vi) Typical failures analysis and planning for their elimination. (vii) Organization for P.M. (viii) Budgetary Control of Repairs and P.M. Crew carrying out P.M. jobs should normally be separate from crew attending breakdowns. If the two types of jobs are given to same crew. P.M. jobs often get neglected or get less importance and less supervision as not during P.M. jobs does not immediately reflect in downtime, But, in the long run, this practice would prove disastrous as breakdowns would occur more frequently. Essence of P.M. is proper planning of all activities beforehand so that the following common delays are avoided. Waiting for job orders at the start of the shift, and also finishing one job. Visiting the site to find out what to do and how to do.

Unnecessary trips to stores as complete lists of tools/spares not available at start of the shift and tools are brought from stores as and when needed. Operating personnel not clearly aware of time of sparing the m/c and doing their preparatory jobs (opening of dies/jaws etc.) before the handling over the m/c to maintenance for P.M. Losing time because of lack of safety permit etc.

Frequency of P.M. The frequency of P.M. jobs are generally cyclic in nature, but the in the interval between two P.M. schedules for same jobs i.e. frequency of P.M. is not same throughout the life cycle of the equipment. As discussed earlier, failure rate also follows the bathtub curve. As indicated in figure. Failure rates are high during initial stage i.e. just after commissioning (also called de-bugging phase or wear-in-phase), failure rates are less during normal working period (also known as chance failure phase) and failure rates are again high towards the end of life cycle or working cycle i.e. just before the discard of equipment or equipment is taken down for major revamping (also known as wear-out phase). As such the P.M. frequency between these three phases are decided accordingly.

Bath Tub Curve Again, during the chance failure-phase, the inspection, cleaning, lubrication and minor repair components etc. may have pre-determined fixed frequency and interval but the major overhauls and capital repair components etc. may sometimes follow slightly differing frequency and intervals. In figure, the periods x1, x2 and x3 indicate the actual operating periods during which the equipment condition deteriorates and periods y1, y2 & y3 are the periods of capital repairs/overhauls during which a deteriorated equipments is restored back to near its original condition. In actual practice, because of some difference in local conditions at the time, the periods x1, x2 and x3 may or may not be equal and similarly periods y1, y2 andy3 may or may not be equal.

Frequency of P.M.