Maintenance Planning and Scheduling

Effective
Maintenance
Planning Skills
1
COURSE OBJECTIVES
Explain the importance of maintenance in
production systems.
Describe the range of maintenance activities.
Discuss preventive maintenance and the key
issues associated with it.
Discuss breakdown maintenance and the key
issues associated with it.
State how the Pareto phenomenon pertains to
maintenance discussions.
2
Summary
This session covers the aspects of
Maintenance Project implementation and
management from activation onwards,
including factors that affect Maintenance
Project implementation.
Maintenance Project management as a
concept is considered.
The characteristic of a good Maintenance
Project manager are discussed.
3
DEFINITION
WHAT IS MEANT BY THE TERM
MAINTENANCE ?
Maintenance encompasses all those activities
that maintain facilities & equipment in good
working order so that a system can perform as
intended.
Maintenance can also be termed as asset
management system which keeps them in
optimum operating condition.
4
GOAL OF MAINTENANCE
The goal of maintenance is to keep the
production system in good working order
at minimal cost.
Decision makers have 2 basic options with
respect to maintenance. They are: -
BREAKDOWN MAINTENANCE.
PREVENTIVE MAINTENANCE.
5
Introduction
Introduction to Life Cycle Cost
Objectives of Maintenance and Maintenance Cost
Maintenance Definition
How to get unplanned repair jobs planned
Maintenance Procedures
Failure Development
Total Productivity Maintenance
Maintenance Management Systems
Modern maintenance management is not to repair
broken equipment rapidly. Modern maintenance
management is to keep the equipment running at
high capacity and produce quality products at lowest
cost possible.
Maintenance, then and now
Many years ago, the manufacturing and production work was done
with relatively simple technical equipment and the involvement of
more manpower.
Maintenance was of course simple and impact to certain extent to
the function of machines.
During the industrialization, production equipment has been more
developed. In connection with the high technical development the
impact of productivity and quality has moved from man to machine.
The importance of maintenance has considerably increased.
There are many reasons why maintenance is becoming more and more
important. In developing countries , where many old machines are
operating, the spare part problem are arising. Some times it is difficult to
find spare parts for equipment and if it is possible to find them, they are
usually very expensive and must be paid on foreign currency.
Due to long lead times of supply of spares, it is common that the spare
part inventory is growing bigger than necessary. A very essential part in
maintenance management is developing countries to reduce the need of
spare parts, as well as to maintain the minimum level of shock to save
foreign currency, but still keeping the productivity high.
Maintenance has to be taken into consideration in very early stage of work
of procuring new equipment to ensure a good and cheap operation.
High quality equipment will give high reliability and maintainability which
secure high productivity and equipment efficiency.
The lifetime of the equipment can be spilt up in six phases
1. Idea
2. Specification
3. Design
4. Procurement(Manufacturing)
5. Operation
6. Windup
Bath Tub Curve
The bath tub curve describes the cost of equipment over its lifespan.
From commissioning to winding up.
Cost
100% Life Time

LCC Life Cycle Cost is commonly
understood to be the customers total cost
and other sacrifice during the actual life time
of the product. Hence LCC includes the
acquisition cost as well as all future costs for
operation and support of the product until it
is finally discard.
Comparison of alternative products.
Improvements of products.
Adaptation of the maintenance and support organization.

Objectives of Maintenance
During the years the maintenance function has not been seen as a
condition for production output. The previous approach has been that
maintenance is the necessary evil, one among the cost generators in the
organization. Very often the maintenance strategy in plants has been to
reduce the maintenance cost as much as possible without thinking of the
consequences.
Objective of the maintenance is , as priority one , to create an availability
performance which is suitable for production demands in the organization.
No mechanized/atomized company has yet succeeded to produce with
stopped equipment. Production buy availability performance from
maintenance.
1.
Keep up the planned availability
performance
2.
At the lowest cost
Above all
Within the safety prescriptions
All enterprises and organizations are interested in lowering
maintenance costs. A very common delusion is that
MAINTENANCE WICH IS NOT CARRIED OUT ,WILL COST EVEN
MORE THAN MONEY !!!!!!
There are two ways of managing the maintenance costs
Cost or Result
Controlled
Maintenance
The cost controlled maintenance is not considered as modern maintenance
management, The reason why maintenance has been treated as a cost controlled
activity, Is often that engineers and technical staff have had some dilemma to
measure the results of investments in maintenance in total economical terms. It is
simple to find the direct cost for maintenance but it could be difficult to see the
results.
The upper priority in the objectives of maintenance is to keep up planned
availability performance at the lowest cost possible . This means that the long
term results are important. The maintenance cost must be put in relationship with
overall results achieved by maintenance in production facility.
MAINTENANCE
WORK
LOST QUALITY
ENVIORME
MARKET LOSSES
NT INCREASE
CAPITAL D
COSTS INVESTME
CAPACITY PRODUCTION ENERGY NT
LOSSES LOSSES LOSSES
The maintenance cost can be split up in two different categories.
Direct maintenance costs - The costs are directly related to

the performance of the
maintenance works
Indirect maintenance costs - Losses due to maintenance

Direct maintenance costs
Wages & Salaries
Material Costs
Administration Costs
Costs for training
Spare parts costs
Contracted work forces
Modification Costs
Indirect Costs
Loss of revenue or other losses as a result of interruption
to production as a result of maintenance.
Many times there are needs to measure the maintenance efficiency. However,
maintenance can not be measured by the cost it creates. There must be an connection
to the production out put some way. It is naturally impossible to determine anything
about the size of the direct costs. One method to control the direct maintenance is to
use the PM-factor.P stands for prime product produce and M stands for
maintenance cost. When using the PM-factor, the result of the maintenance impact on
the production is measured. How many products are produced per a 1000 units of
maintenance money.
Prime Production
PM Factor = X 1000
Maintenance Cost
AVAILABILITY PERFORMANCE
The ability of equipment to function properly,

Despite occurrence of failures, disturbances and
Limitations in the maintenance resources.
Availability performance can be divided in to tree
parts:
Reliability Performance
Maintenance Support Performance
Maintainability Performance
The ability of an item, under stated
Conditions of use, to perform a required
Function under stated conditions for a
stated period of time.
The ability of a maintenance organization,
Under stated condition, to provide upon
Demand the resources required to
Maintain an equipment.
The ability of an equipment, under started
conditions of use, To be retained or
restored to state in which it can perform a
required function, when maintenance is
performed under stated conditions and
using stated procedure and resources.
In order to set up maintenance strategy for an enterprise, it is necessary for every
body in a company to understand the maintenance concept and speak the same
language.
MAINTENANCE
The term maintenance covers all

Activities undertaken to keep equipment in a
Particular condition or return
It to such condition
The term maintenance consists of three main
parts
Corrective maintenance
Preventive maintenance
Improvement maintenance
CORRECTIVE MAINTENANCE (CM)
Corrective maintenance covers all
Maintenance which is carried out in
Order to correct (repair) a fault in
equipment
WHAT IS FALIURE ?
Digress of demands of a certain

quality
Planned & unplanned corrective maintenance
Corrective maintenance is divided in
CORRECTIVE
MAINTERANCE
UNPLANNED PLANNED
Break Down
Planned Maintenance
Emergency Repairs
Prepared Properly
Urgent
Possible to Control
Not possible to Control
You control the
You are controlled by
Equipment
the equipment
PREVENTIVE MAINTERANCE
(PM)
Preventive maintenance covers all
Programmed maintenance which is
carried out in order to prevent the
Occurrence of failures before they
Develop to a breakdown or
Interruption in production.
Preventive Maintenance is Divided In
PREVENTIVE
MAINTENANCE
INDIRECT DIRECT
Condition Based Fixed time

Maintenance (CBM) Maintenance(FTM)
Detection of failures Cleaning, Lubrication

Before break down Fixed time replacement
Indirect Maintenance
INDIRECT PM
Subjective Objective
Using human
senses Using off line
Look , feel , listen instrument
, smell , taste
Continuous, on-
line monitoring
IMPROVEMENT MAINTENANCE (IM)
Improvement maintenance is used
When to modify the equipment so the
Condition improves. Improvement
Maintenance includes activities which
are carried out once. The objectives of
improvement maintenance are to
Design out the failure i.e. the failure
Will never occur again or extend the
life time of parts.
One of the objectives of the maintenance job is to get them planned
This gives increased availability performance and lower direct maintenance
costs and a lot of other advantages. The load on the maintenance
department will for instance be lower and the quality of the jobs higher.
Use of condition monitoring
Through condition monitoring the failure development and it is therefore
possible to plane the forthcoming jobs before a break down occurs. By
condition monitoring the unplanned jobs are transferred to planned job.
Planned maintenance resulting in lower costs for maintenance and lesser

down time.
MAINTENANCE
CORRECTIVE PREVENTIVE
MAINTENANCE MAINTENANCE
PLANNED INDIRECT DIRECT

UNPLANNED CONDITION -CLEANING
-CONTROLLED MONITORING
-LUBRICATING
-PROGRAMMED
REPLACEMENT
AND REPAIRS
-REDUCED COST
-EXPENCIVE
FOR MAINTENANCE
MAINTENANCE
-INCREASED
-LOW AVAILABILITY
AVAILABILITY
DECREASED
-CORRECTIVE
MAINTENANCE
Preventive Maintenance
-Reduce number of break downs & urgent repairs INCREASED
-More planning and control of corrective maintenance -AVAILABILITY
Result
-Increased availability performance & efficiency
-Decreased cost of maintenance
Results in the correct maintenance work is carried out
At theright time
In the right way
By the right professional
With the right spare parts
Real maintenance management is impossible

without condition based preventive maintenance
When a maintenance strategy is going to be formulated,
there are many maintenance procedures that could be
chosen, From sophisticated procedures to low level
procedures.
Operate to break down (unplanned corrective

maintenance), O.T.B.D
Fixed-time maintenance, F.T.M
Condition-based maintenance, C.B.M
Design out maintenance, D.O.M
Life-time extension, L.T.E
Redundancy, RED
INDIVIDUAL LIFE TIME
Machines, spare parts, all types of equipment, have
their own individual lifetime. The individual life time is
different from part to part and is influenced by the
quality of the product but also by other outside factors
such as environment, handling etc.
Some failures are occurring after a certain, expected
time, and can almost be predicted. Some failures are
occurring completely unexpected.
FAILURES
Random Regular
Failures Failures
Non-Predictable Predictable
Failure Developing time(FDT)
Some failures either they are random or regular, have longer or
shorter failure development time. The failure development time is
the deterioration time from the moment condition departs from
the normal condition until the moment of break down occurs.
Failures with failure development time is easier to handle than the

failures without failure development time.
Shorter FDT Continuous on line condition monitoring has to be

applied
Longer FDT Off-line condition monitoring has to be applied

Total Productivity Maintenance (TPM)
TPM is a way of organizing maintenance to support
productivity & quality through increased equipment efficiency
and to reduce costs.
TPM concept means that all employees work in small groups
to maximize the improvement of equipment efficiency.
Operators are working independently with all maintenance
activities of their own equipment and have also the total
responsibility of operation and maintenance.
Fundamental Goals of TPM
Increased productivity and quality
Zero defects
Reduced cost of maintenance and production
Increased motivation among all employees
Zero accident
Shorter lead time
Zero unplanned stops
Development of staff through training
Improvement of work environment
Incentives for MMS or CMMS (rule of thumb)
Reduction on MDT about 20%
Increased machine life about 20 %
Saving on labour and spares 10 20%
Savings on maintenance budget 10 20%

General of maintenance systems
The maintenance function must also have necessary aids to manage the maintenance
activities to coop up to the main target of the enterprise. Maintenance management
means a better control of the maintenance organization and the related area. To
properly control the maintenance of a facility, information is required to analyze what is
occurring.
To be able to manage the maintenance activities in the right way, a maintenance

management system is necessary. The system can be either manual or computerized.
The main purpose of a maintenance management system is in operation and works
properly.
PLANNING
ANALYSIS PERFORMANCE
RECORDING
The basic function of a maintenance
management system can be :
1. Preventive maintenance
2. Plant and unit record(Equipment)
3. Inventory and spare parts control system,
Purchasing system
4. Document record
5. Planning system for maintenance and work order
routines
6. Technical/economic analysis of plant history,
maintenance and machine availability
New Project Commissioning
Are New Buildings Problem Free?
Mission Statement
The Building performance team is a highly skilled group of service

technicians working toward optimum building environmental
performance with an emphasis on occupant comfort and energy
efficiency.
The team works in co-operation with building occupants,
management, engineering, and maintenance services.
Our aims are to upgrade building documentation and to survey,
diagnose, and address building comfort deficiencies within the
facilities budget and existing mechanical design parameters.
Plan for New Project
Commissioning
Focus on design intent
Restructure building performance team
More co-operation, less confrontation
Build a team
Maintenance Services/Operations
& Capital Construction partnership
Get rolling!
Scope of Commissioning
What We Wanted to Accomplish
Equipment properly installed and operational
Equipment must be serviceable
Verify shop and submittal documentation
Ensure adequate training
Functional testing performed
Identify deviations from documentation
Receive warranty and as-built documents
In-House Commissioning
Best Practice #1
Adopt a Team Concept
Why?
Eliminate blame game
Draws on inherent strengths
Too much for the Project Manager alone
Best Practice #2
System Analysis
Not merely individual

component analysis
Best Practice #3
Serviceability
Vs.
Service Ability
Serviceability =
Equipment accessibility
Service Ability = People
are better trained, trades people get off to a
running start from day1.
Best Practice #4
Maintenance Services & Skilled
Trades; Part of the process
Pays dividends
Early involvement in
the project
Enhanced communication
In-house Commissioning
Best Practice #5
Life Cycle Cost Reduction Focus

Identify issues early
Reduction in service call time based on
Experience, enhanced document
awareness
Everyone saves $
Lessons Learned Along The Way
Get in early with the right people
Fund the process up front
Stick to the important building systems
K.I.S.S
Be flexible, use what works for you
Set priorities and limits
A good building, a positive outcome
Well trained, enthusiastic staff
Cost savings now & for the future
Work Order System
Maintenance Work Order
Before computerization of a maintenance

organization can begin, there is a need to setup
a method of collecting the information.
The basic device used to enable a maintenance
organization to collect and organize this
information is the work order.
The work request is a form that is used to initiate
a request for maintenance work.
The work order should produce information

on the following:-
Maintenance performance
Maintenance cost
Equipment history.
By careful utilization of this information, the
maintenance organization should be able to
issue maintenance budget forecasts allowing
the various areas serviced to plan for
necessary maintenance expenditures.
In addition to the preceding objectives, work order should also be
capable of providing the following:-
A method for requesting maintenance services
A method for recording maintenance tasks and their start and completion
dates.
A method of identifying the type of work to be performed.
A method of providing detailed instructions for each step of the job to be
performed.
A method of authorizing work when the costs will exceed certain level.
A method of planning & scheduling the work.
A method of assigning the work to the craftsmen
A method of recording the use of special tools and materials.
A method of recording labor and materials cost.
A method of generating reports that can be measure labor and supervision
efficiency.
A method of generating reports that allow for cost analysis of all
maintenance tasks
Work Order Number:

The key to the success of a work order system is
the work order No.
This number identifies the specific maintenance
request.
All maintenance charges (labor, materials, etc..)
are identified by this number.
To properly utilize the work order, a number must
be assigned to each work request. This is for any
work whether planned, unplanned, emergency, or
preventive maintenance.
Planned work is work requested that can be
planned, scheduled , and completed without
causing delays to the operations.
Unplanned work is work request that is of short
duration and that may be performed by craftsman
while working on an another task in the same area.
Emergency work requests (also called breakdowns
orders) are requests for the work due to equipment
breakdowns or pending breakdowns. There may
not be time to fill out a work order before the work
is started. However, to make the system work
properly, the work request should be filled out at
the first opportunities.
This will still allow for all related costs to be
charged to the work order number.
Work Order Forms
Once the numbering system is devised, the

work order form must be considered. The
maintenance department may choose to use
forms that are supplied by certain vendors, or
may choose to make up its own forms and
have them printed. Whichever is chosen, the
following are points to considered when
selecting a work order form:
Work Order Forms

Work Request Definition:
The work order form should provide for the
individual work order number. The forms may be
preprinted with a sequential number on each form.
The form should also provide a means for entering the
equipment number (identifying where the work is
being performed) for tracking the maintenance costs.
For accounting purposes, the report should provide a
space for entering an accounting or project number.
Work Order Forms

Work Request Definition:
In further specifying the work request, the work order should include:
priority rating
the type of work to be performed
a description of the work requested.
In some installations, the priority and type of work are coded; that is, a list
of the possible priorities and work types is made up and codes are
assigned. To keep the records consistent, each work request is then
assigned a priority code and a work class code, identifying the importance
of the work and the type of work to be performed.
Work Order Forms

Work Order Scheduling
To allow for proper scheduling of the work request, there should be some
place on the work order for the supervisor (or, in some installations, a
planner) to estimate the following requirements to perform the work: the
man-hours, the crafts, and the materials. This will assist in proper
scheduling of the work order.
In figuring costs, there should be some method of entering planned costs
by the requester. In some cases, the work order form may need a space for
an individual to approve the work request if the total cost is to exceed some
predetermined level.
The work order form should also allow for detailed instructions concerning
the work order to be entered. This would include the job plan (the
instructions on how to carry out the work request)..
Work Order Forms

Report Information:
The work order form should also allow space for the entry of
the actual material and labor charges. This can be compared to
the estimates, after the completion of the work order, in order
to determine efficiency.
The work order form should also allow space for the entry of
the description of the actual work performed. This, when
compared to the work planned, will help rate the efficiency of
the planning. Also, there can be work codes specifying the
work that was performed to shorten the time required in filling
out the completed work order.
Using Work Order Forms
In practice, the following scenario is typical in processing a work order.
Step 1: The work order is received by the maintenance department. The work order
request is entered on a work order form with a number pre assigned to it. This number
will be the key to the work order's progress through the system. Where multiple copies
of the work order are used, the number should be clearly imprinted on each copy.
Step 2: The individual requesting the work should be identified on the work order.
Step 3: The equipment the work is being requested on, and the reason for the request,
should be entered on the work order.
Step 4: A detailed but brief description of the work requested should be entered on the
work order. It should be noted that to save space on the form, the above information can
be coded. The following are some of the fields that can be coded:
authorizer
supervisor
type of work
status
equipment.
Step 5: The requester assigns the work order a priority, according to the standard
procedures for the particular installation.
Step 6: The requester enters the date of the request and the desired completion date. The
requester will then keep one copy and forward the other(s) to the maintenance
department.
Step 7: The planner (the individual planning the work order) will review the work order
request. If the planner is in agreement with the requester's input, the work order planning
will begin. If the planner is not in agreement, then the requester should be contacted and
the necessary changes agreed on.
Step 8: Once authorization is given to perform the work, the planner begins to schedule
the job. Once the planner is assured that the labor, parts, materials, and equipment are
ready, the work order can be scheduled. If the work order is not to be scheduled at
present, it is placed in the work backlog. The backlog is a master file of all in-completed
work orders.
Step 9: When the work order is scheduled, the maintenance supervisor in charge of the
work will be given a copy of the work order. The supervisor will arrange the last-minute
details necessary for the work to begin.

Step 10: The supervisor assigns the craftsmen to the work order. Upon completion of the
work order, the craftsmen report the following information:
materials used
hours worked
description of the actual work performed.
Step 11: The supervisor verifies the information on the work order and returns it to the
maintenance planner.
Step 12: The maintenance planner then completes the information on the work order.
After the necessary information is provided, the work order is filed in the equipment
history record.
Work Order Forms

Usage of Completed Work Order Information
The information on completed work orders can be used to track maintenance costs for
equipment and department expenses. The two main types of expenses that can be tracked
are labor and material charges.
Labor charges are taken from the work order time charges as reported by the craftsmen
and supervisors. The time charges entered are recorded as expenses against the work
order. The time charges can also be used to enter the payroll information for each
employee, assuring that all time is accounted for.
Material charges are taken from the material information entered on the work
order by the craftsmen or supervisor. The materials from the stores, including
specific spares for the equipment, are recorded. Typical information would
include the description of the material used, the part number, and the cost
information (this may be filled in by the supervisor or planner). This will allow
for timely reordering of critical spares. Space may be allocated for recording
any special tools or equipment that the work order required.
Usage of Completed Work Order Information

How much information management is going to require will determine the size and detail of the work order form.
A successful system will allow management to obtain the information needed to analyze costs by:
the job
equipment
crafts
priorities
departments.
The backlog of work orders can also be used to determine staffing requirements and equipment shutdown
periods.
It must be kept in mind that a work order system is only a good as the personnel using it. If the personnel do not
enter ac curate information or are not trained in the proper use of record keeping, the system will not function
properly or efficiently. B the use of skilled personnel, particularly in the planning an scheduling function, the
maintenance department will operate more efficiently. Proper, realistic, and intelligent planning ca result in the
maintenance workforce performing 80-90% scheduled jobs and only 10-20% emergency (breakdown) or fill-i
jobs. Proper use of the feedback information available by using work order system will help management upgrade
and strearr line the maintenance function as necessary.
Work Order Flow Diagram
Enter Work Request
Plan Work Request
Approve Work Plan Work Order on Hold

Parts Engineering - Budget
Work Order Ready for Scheduling
Work Order In Process
Work Order Completed
Work Order Sent to History

Computerization of Manual Systems
Computerization of a maintenance work order system

enhance and improves maintenance efficiency if the correct
computerize system for the installation is used. It must be
noted that the computerized maintenance management
system installation is more effective if there is a manual
work order system already in effect.
Maintenance Planning &
Scheduling
MAINTENANCE PLANNING AND
SCHEDULING
Effective planning and scheduling contribute

significantly to the following:
Reduced maintenance cost.

Improved utilization of the maintenance workforce by
reducing delays and interruptions.
Improved quality of maintenance work by adopting
the best methods and procedures and assigning the
most qualified workers for the job.
Planning and Scheduling Objectives
Minimizing the idle time of maintenance workers.
Maximizing the efficient use of work time, material,

and equipment.
Maintaining the operating equipment at a responsive

level to the need of production in terms of delivery
schedule and quality.
APPROACH TO MAINTENANCE.
Daily Checks
TBM Periodic Checks
Periodic Inspect
PM Periodic Service
Planned
Visual
CBM
Maint. BM
Instrument
CM
PM: Preventive Maintenance

TBM: Time Based Maintenance
CBM: Condition Based Maint.
BM: Breakdown maintenance
Unplanned CM: Corrective Maintenance
NOTE:- Structured recording of all the activities is vital. 82

Classification of Maintenance Work
According to Planning and Scheduling
Purposes
Routine maintenance: are maintenance operations
of a periodic nature. They are planned and
scheduled and in advance. They are covered by
blanket orders.
Emergency or breakdown maintenance: interrupt

maintenance schedules in order to be performed.
They are planned and scheduled as they happened.
Design modifications: are planned and scheduled
and they depend on eliminating the cause of
repeated breakdowns.
Scheduled overhaul and shutdowns of the plant:

planned and scheduled in advanced.
Overhaul, general repairs, and replacement: planned

and scheduled in advanced.
Preventive maintenance: planned and scheduled in

advanced.
An essential part of planning and scheduling is to
forecast future work and to balance the workload
between these categories.
The maintenance management system should aim to

have over 90% of the maintenance work planned
and scheduled.
Maintenance Types (Strategies)
Breakdown Maintenance
Scheduled Shutdown Maintenance
Predictive Maintenance
Breakdown Maintenance (BM)
An Equipment Maintenance Strategy, where no
routine maintenance tasks are performed on the
equipment. The only maintenance performed on
the equipment is Corrective Maintenance, and
then only after the equipment has suffered a
failure. Also described as a Run-to-Failure
strategy.
Breakdown Maintenance (BM)
Is generally the economic approach for equipment
which causes no significant safety hazards or loss of
revenue and suffers little consequential damage on
breakdown.
Ex: small pipe work leaks and non critical mechanical,
electrical and instruments faults
Corrective Maintenance (CM)
It is the measure of Preventive
Maintenance and Predictive Maintenance
success and effectiveness
Using the established protocols, training
and planning of Preventive Maintenance in
conducting corrective maintenance tasks
(SSM)
One of the oldest strategy for maintenance.
There will be a situation in which scheduled
shutdown maintenance is required. This may be
due to regulation, essential inspections, major
cleaning and repair work, which for safety or
technical reasons, cannot be carried on stream.
Scheduling of down time to be arranged with
production department according to production
plane.
(SSM)
Modes:
Separate Mode (SSM is executed every plant,
separately.
Plant Group Mode: All the complex is divided into a few
plants groups.
Whole refinery mode.
Preventive Maintenance (PM)
an equipment maintenance strategy based on
replacing, overhauling or remanufacturing an item
at a fixed interval, regardless of its condition at the
time. Scheduled Restoration tasks and Scheduled
Discard tasks are both examples of Preventive
Maintenance tasks
It was introduced for the first time in 1950s from
USA.
Preventive Maintenance (PM)
Should only be applied where the probable cost of
lost revenue and/ or consequential damage resulting
from failure scientifically exceeds the cost of such
preventive maintenance work and associated down
time.
Suitable application for preventive maintenance ,
typically would be large, high speed rotating
machinery, un spared unit charge pumps, condensers
and coolers prove to salt plugging, electrical switch
gear, motor and critical instrumentation.
Necessity and Benefit of Applying PM
Program
Availability of information
Trend tracking
Prevention of sudden failure
Optimizing equipment performance
Managing the manpower
Minimizing the inventory stock
Major Steps of Setting up a PM Program
Collecting the equipments to be maintained and
classifying them
Establishing common standard procedures
Specifying the tools
Specifying the spare parts
Sharing departments
Manpower
Time Scheduling and due dates resolution
Predictive Maintenance (PDM)
An equipment maintenance strategy based on
measuring the condition of equipment in order to
assess whether it will fail during some future
period, and then taking appropriate action to avoid
the consequences of that failure. The condition of
equipment could be monitored using Condition
Monitoring, Statistical Process Control techniques,
by monitoring equipment performance, or through
the use of the Human Senses. The terms
Condition Based Maintenance, On-Condition
Maintenance and Predictive Maintenance can be
used interchangeably.
Was introduced around 1970 to improve the defect
of over maintenance that preventive maintenance
inherently held.
It is the application of measurement techniques,
usually on-stream, designed to provide information
on the current condition of a piece of equipment or
system so as to allow the timing extent of
preventive maintenance to be decided on rational
basis.
Includes corrosion measurement activities by
using ultrasonic test, radiograph test, Corroso
Meter, etc, that were called On Stream
Inspection (OSI), as well as rotating machinery
diagnosis activities using vibration and noise
analysis, etc.
Predictive maintenance indicates generally only
the diagnosis, and if deterioration are detected in
diagnosis and consequently overhaul is
requested the execution of repair will be arranged
in schedule of Preventive Maintenance.
Maintenance
MaintenancePlanning
Types&(Strategies)
Scheduling
Unit Run lengths and Shutdown
Duration:
Process unit runtime should be established, within
the constraints of safety and legal requirements on
the basis of maximizing the profitability of
operation.
It is normally necessary for planning purposes to
fix a schedule for the shutdown of process units .
Similarly shutdown durations should be set at an
optimum which balance profit lost during down
time against the cost of additional resources
required to reduce such downtime.
Emergency Maintenance:
All works should require a formal work order.
Emergency maintenance and critical maintenance
(work needed immediately or within 24 hours) is
seldom planned.
Planning:
Management surveys show that the average
productivity of maintenance employees is
between 25 and 35%.
This means that a craftsman has less than 4
hours of productive time per 8-hour day due to
poor maintenance management.
Maintenance Planning & Scheduling
The following are some of the most common

wastes of productive time:-
Waiting for instructions
Looking for supervisors
Checking out the job
Multiple trips to the stores
No special tools
Waiting for approval
Too many craftworkers per job
Insufficient workers scheduled for the job.
Incomplete planning & communications
Waiting for equipment to be shutdown
Waiting for drawings from engineering
Maintenance Planning & Scheduling
On the average, 2 hours are lost every time worker

is pulled off a job for any reason.
To prevent this major loss of productivity, it is
necessary to implement some form of job planning
function.
The concept of job planning is to determine what is
to be done and how it is to be done.
Job planning consists of two main areas:
Craft skills
Material required for the job.
These labor and material requirements may be
converted to dollars to give an estimate of the cost
of completing the work order.
Planning
Planning can be accomplished by the supervisor
if there are relatively few maintenance
personnel.
Planning is the process by which the elements
required to perform a task are determined in
advance of the job start.
If there are more than 20 craftsmen, planning is
best done by separate maintenance planners,
otherwise the foremen have a tendency to do
paperwork when they could more profitably
spend their time in supervising and directing the
work of the craftsmen.
Type of Work to be planned:
Emergency maintenance and critical
maintenance (work needed immediately
or within 24 hours) is seldom planned.
These request are of short duration and
are performed so quickly that there is no
time to plan them.
These types of work orders should not
be considered in planning functions
Normal corrective or routine work orders
should be the primary consideration of
the planning function.
These work orders are received and
placed in work backlog.
As the workforce and materials become
available to carry out the work, it is
scheduled.
Included in this type of work are
preventive and predictive maintenance
work orders.
The other group of work requests that

can be planned are the shutdown,
turnaround, or the outage work orders.
For this type of work, it is important that
the equipment be shut down and
overhauled in the shortest possible
time.
Only by accurate estimating and
scheduling of these work requests can
the shutdown be successful.
How to Plan Maintenance Work :
Effective planning requires the planners
to be skilled and knowledgeable in the
craft area they are planning; therefore,
supervisors or top craftsmen will make
the best planners.
If an inexperienced individual is promoted
to planner, the results of the planning
program will not be satisfactory. Instead
of increasing productivity, you may find
productivity decreasing.
The planning begins once the work order
is approved by management.
It is then assigned to the planner, who
carefully studies the job.
The planner must decide the following:-
1. The crafts required,
2. The time required,
3. The materials required, and
4. Whether outside help in the form specialists,
contractors, or special rental equipment is
required.
When the planner is deciding on the
required crafts, he must also decide not
only the number of craftsmen, but also
the skill level required.
The time estimate for work order is
important. If there is no time estimate,
you will never know the man-hours of
work that is in the crafts backlog. Without
this information, you can never accurately
determine the proper staffing levels for
your plant.
The material required for the work order
will determine whether it can be
scheduled.
If the necessary materials are not
available and the work order is
scheduled, the craftsmen will lose
productivity looking for the spare parts
and waiting for supervisor to find them
work that can be performed.
It is also necessary to plan the materials
so that an accurate estimate of the cost
of the work order can be obtained.
The miscellaneous items to be planned are
important to proper completion of the work
order.
If special skills are required from outside
source, the in-house craftsmen may not be
able to complete the work order quickly or with
necessary quality.
Also, if special tools or equipment are required,
it would be pointless to schedule the work
order without them.
Once the work order is planned and
scheduled, the planner should be available in
case question arise on procedure or materials
for the work order.
Benefits of Planning Maintenance
Long term plans insight
Decision making support
Optimizing connectivity among operation and
maintenance departments
Figuring out areas of cost reduction
Training areas and needs
Planning
It comprises all the functions related to the preparation of:
1. The work order

2. Bill of material
3. Purchase requisition
4. Necessary drawings
5. Labor planning sheet including standard times
6. All data needed prior to scheduling and releasing the
work order.
Good planning is a prerequisite for sound scheduling.

Planning Procedures
Determine the job content.
Develop work plan. This entails the sequence of the
activities in the job and establishing the best
methods and procedures to accomplish the job.
Establish crew size for the job.
Plan and order parts and material.
Check if special tools and equipment are needed
and obtain them.
Assign workers with appropriate skills.
Planning Procedures
Review safety procedures.
Set priorities for all maintenance work.
Assign cost accounts.
Complete the work order.
Review the backlog and develop plans for
controlling it.
Predict the maintenance load using effective
forecasting technique.
Basic Levels of Planning Process
(Depend on The Planning Horizon)
1. Long-rang planning: it covers a period of 3 to 5

years and sets plans for future activities and long-
range improvement.
2. Medium-range planning: it covers a period of 1
month to 1 year.
3. Short-rang planning: it covers a period of 1 day to 1
week. It focuses on the determination of all the
elements required to perform maintenance tasks in
advance.
Long and Medium-Range Planning
Needs to utilize the following:
1. Sound forecasting techniques to estimate the

maintenance load.
2. Reliable job standards times to estimate staffing
requirements.
3. Aggregate planning tools such as linear
programming to determine resource requirements.
Long-Range Planning
sets plans for future activities and long-range

improvement.
Medium-Range Planning
Specify how the maintenance workers will operate.

Provide details of major overhauls, construction
jobs, preventive maintenance plans, and plant
shutdowns.
Balances the need for staffing over the period
covered.
Estimates required spare parts and material
acquisition.
Short-Range Planning
It focuses on the determination of all the elements

required to perform maintenance tasks in advance.
Scheduling
Is the process by which jobs are matched with

resources and sequenced to be executed at a certain
points in time.
Scheduling
Scheduling deals with the specific time and phasing

of planned jobs together with the orders to perform
the work, monitoring the work, controlling it, and
reporting on job progress.
Successful planning needs a feedback from

scheduling.
Reliable Schedule Must Take Into
Consideration
A job priority ranking reflecting the criticality of

the job.
The availability of all materials needed for the work
order in the plant.
The production master schedule.
Realistic estimates and what is likely to happen.
Flexibility in the schedule.
Maintenance Schedule Can be Prepared
at Three Levels (Depend on The Time
Horizon)
1. Long-range (master) schedule
2. Weekly schedule
3. Daily schedule
Long-Range (master) Schedule
Covering a period of 3 months to 1 year.
Based on existing maintenance work orders
(blanket work order, backlog, PM, anticipated EM).
Balancing long-term demand for maintenance work
with available resources.
Spare parts and material could be identified and
ordered in advance.
Subject to revision and updating to reflect changes
in the plans and maintenance work.
Weekly Schedule
Covering 1 week.
Generated from the master schedule.
Takes into account current operations schedules and
economic considerations.
Allow 10% to 15% of the workforce to be available for
emergency work.
The schedule prepared for the current week and the
following one in order to consider the available backlog.
The work orders scheduled in this week are sequenced based
in priority.
CPM and integer programming techniques can be used to
generate a schedule.
Daily Schedule
Covering 1 day.
Generated from weekly schedule.
Prepared the day before.
Interrupted to perform EM.
Priorities are used to schedule the jobs.
Elements of Sound Scheduling
Requirements for effective scheduling:
Written work orders that are derived from a well-
conceived planning process. (Work to be done,
methods to be followed, crafts needed, spare parts
needed, and priority).
Time standards.
Information about craft availability for each shift.
Stocks of spare parts and information on restocking.
Elements of Sound Scheduling
Requirements for effective scheduling:
Information on the availability of special equipment
and tools necessary for maintenance work.
Access to the plant production schedule and
knowledge about when the facilities will be
available for service without interrupting
production schedule.
Well-define priorities for maintenance work.
Information about jobs already scheduled that are
behind the schedule (backlog).
Scheduling Procedures (Steps)
Sort backlog work orders by crafts.
Arrange orders by priority.
Compile a list of completed and carry over jobs.
Consider job duration, location, travel distance, and
the possibility of combining jobs in the same area.
Schedule multi-craft jobs to start at the beginning of
every shift.
Issue a daily schedule (not for shutdown
maintenance).
Authorize a supervisor to make work assignments
(dispatching).
Maintenance Job Priority System
Priorities are established to ensure that the most

critical work is scheduled first.
It is developed under coordination with operations
staff.
It should be dynamic.
It must be updated periodically to reflect changes in
operation and maintenance strategies.
It typically includes three to ten levels of priority.
Scheduling Techniques
The objective of the scheduling techniques is to

construct a time chart showing:
The start and finish for each job.

The interdependencies among jobs.
The critical jobs that require special attention and
effective monitoring.
Scheduling Techniques
Such techniques are:
Modified Gantt chart

CPM
PERT
Integer and stochastic programming.
Preventive
Maintenance
Preventative Maintenance
What is a Preventive
Maintenance?
Preventive Maintenance is
planned maintenance that is
designed to improve
Equipment life and avoid
breakdowns on the plant.
Preventive Maintenance: Basics
Basics
Task list
Single cycle plan
Strategy plan
Maintenance plan scheduling
SAP AG 1999
Types of Preventive Maintenance
Preventive
maintenance
Time-based Performance-based Condition-based

2000
30 40 50
20 60
10 70
80
Pressure
Pressure
Temperature
Thickness
SAP AG 1999
An Equipment can require maintenance
activities to be performed based upon either
time or a certain condition being met.
External visual inspection
Internal visual inspection
Check gear teeth for wear

Preventive Maintenance: Phases and Roles
Phase Contents Roles
Create task lists for different Maintenance

1 Task list objects planner
2 Maintenance Create maintenance plans

Maintenance
planner
plan
Maintenance
3 Schedule Schedule maintenance plans
planner
Maintenance Maintenance
4 order
Process maintenance orders
technician
Technical Technically complete Maintenance

5 completion maintenance orders supervisor
SAP AG 2001
Preventive Maintenance: Task List
Basics
Task list
Single cycle plan
Strategy plan
SAP AG 1999
Task List
at?
Wh
Operations
Maintenance work centers
Material components
Production resources/tools
y ?
Wh Maintenance packages
For
Forpreventive
preventivemaintenance
maintenance
(maintenance
(maintenance andinspection)
and inspection)
For
Forroutine
routinemaintenance
maintenance
(planned repairs)
(planned repairs)
SAP AG 1999
Maintenance Strategy
What is a Maintenance
strategy?
A Maintenance Strategy
defines the frequency and
scheduling data for Planned
Maintenance activities.
Maintenance Strategy
2000
Package
definition
Scheduling parameters
Time
4 Week 12 Weeks 24 Weeks
Strategy
What is a Maintenance Package?

Maintenance Package
Maintenance packages define the frequency at which specific operations are
executed. You can assign maintenance packages to the operations in a task list.
Maintenance packages are part of a maintenance strategy.
Package number
Description
Cycle length
Hierarchy
Unit of Offset
measurement
Maintenance Package Hierarchy
Same hierarchy levels
Strategy
10
10
Different hierarchy levels
Strategy
10
X
20
Preventive Maintenance: Single Cycle Plan
Basics
Task list
Single cycle plan
Strategy plan
SAP AG 1999
Single Cycle Plan
Simple and quick way to create a preventive
or inspection plan.
Includes only one cycle or frequency.
Can be either time or performance based.
All operations on the Task list will be
performed.
More than one Maintenance item can be
included.
What is a Maintenance Item -- ?
Maintenance Item
Every Maintenance plan will have at least one Maintenance item.
A Maintenance item can only belong to one maintenance plan.
The Maintenance item contains the following information:
Description (Becomes the Maintenance order description)
Technical object
Task list
Planning Data
Order or notification type
Planner group
Priority
Main work center
Maintenance activity type
Object list
Maintenance Item (Cont.)
A Maintenance item can contain more than one Technical object.
The Technical object can be an Equipment, Functional location or Assembly.
The Maintenance item description becomes the description of the Maintenance
notification or order.
For Maintenance items that are part of a Strategy based plan a Maintenance
strategy must be included within the item.
The Task list for this Maintenance item will also need to be linked to the same
Maintenance strategy.
Single Cycle Plan Steps
Three steps in creating a single cycle plan.
Task List
Task List Group

PRTs Maintenance Item
Components
Technical Object
Task List
Planning Data Maintenance Plan
Maintenance Item
Scheduling Param.
Cycle (Frequency)
Scheduling Data and Maintenance Item
Interval (cycle)
Maintenance plan 3 months
Scheduling data Maintenance item
Maintenance item
Reference
object
Task list
(optional)
Responsibilities/
Planning data
SAP AG 2001
Single Cycle Scheduling
1
Maintenance plan
Scheduling data
Planned Date
Maintenance item
Cycle Start Cycle

12 Weeks
Preventive Maintenance: Strategy Plan
Basics
Task list
Single cycle plan
Strategy plan
SAP AG 1999
Maintenance Plan Steps
Strategy
Maintenance Task List

Packages
Task List Group
Maint. Packages
Maintenance Item
The Task List checks Maint. Strategy
the Package to Maint. Strategy
ensure the Strategy
Technical Object
Maintenance Plan
still exists.
The Item checks the Task List
Task List to make Maint. Strategy
ensure that the
same Strategy is
Maintenance Item
The Plan checks the Scheduling Param.
used
Item to make ensure
that the same Strategy
is used
Preventive Maintenance: Maintenance Plan Scheduling
Basics
Task list
Single cycle plan
Strategy plan
SAP AG 1999
Schedule Maintenance Plans
Last actual date

Cycle start
New Last maintenance
package
start
Start in
Manual current
call cycle *
Next
planned date Schedule
Next Last
actua
maintenance l date
package
* Only for strategy plan

SAP AG 2001
Maintenance Scheduling Overview
Maintenance item report, sorted by equipment (no.)

1998 1999
... as a graphic
With maintenance plan simulation
With/without details
... or as a list
With display variants
With general list viewer
SAP AG 1999
is one of the four tactical
options available to
ensure the reliability of
any asset to ensure it
fulfils its function and it
focuses primarily on
maintaining equipment
based on its known
condition. Each of these
strategies: on-failure,
fixed time, predictive and
design out, has a place in
an optimized
maintenance plan, the
distribution of the mix
being dependent on
many factors.
166
Predictive maintenance is often the most attractive concept, since action is only
undertaken when knowledge of the asset indicates that failure or underperformance
is imminent, making it a cost effective asset management option.
Many other benefits, some intangible such as the increased motivation of the
workforce through increased competency, exist. Others include:
Equipment may be shut down before severe damage occurs or can be run to failure if
required.
Production can be modified to extend the asset's life i.e. until the next planned
shutdown.
Required maintenance work can be planned
All of the above lead to increased safety, plant output and availability and lead to
improvements in final product quality.
167
Predictive maintenance is a process that requires clear roles and
responsibilities. As such we develop company appropriate predictive
maintenance processes, supported by definitions of responsibilities,
and communication paths, which integrate into the Reliability effort
as a whole.
Condition monitoring facilitates Predictive Maintenance.

Condition monitoring is a knowledge-based activity, so for it to be
successful and sustainable, it requires comprehensive skills training.
Any successful predictive maintenance program, not only has a
technology element, but requires a measurement system that
continuously accounts for the benefits.
168
Asset Performance
Troubleshooting
Often it is a couple of poor performing assets with a chronic
repeated failure condition that absorb the majority of the
maintenance budget. Some commentators state that approximately
80% of a typical maintenance budget is stored away for chronic
failures, making these the most cost depletive of all maintenance
expenditures.
The following methodologies are key in any multi-technology
condition monitoring program :
Root Cause Failure Analysis
Tribology And Lubrication Engineering Services
Specialist Condition Monitoring Services
169
ROOT CAUSE FAILURE
ANALYSIS
Root Cause Failure Analysis (RCFA) is both a process and a set of
technical skills, which in combination find out why a particular failure
or problem exists and sets in place a set of defense actions
correcting those causes.
Typically, when assets fail most organizations have always found
some understanding and rational leading to an explanation as to
why it broke. But root cause failure analysis takes you beyond that
to the latent roots, which are the management system weaknesses.
Once you've found these, you have the means to solve many other
potential problems that haven't yet occurred.
170
Tribology And
Lubrication
Tribology is the study of wear and
lubrication.Tribology as it is estimated that
component wear and lubrication problems
are responsible for at least 70 % of
mechanical failures.
171
Tribology And Lubrication
172
Condition Monitoring
In industry, condition monitoring is the measurement of parameters
which may indicate a fault condition either by an increase or
decrease in overall measured value or by some other change to a
characteristic value.
When used as part of a pro-active maintenance plan, the use of
condition monitoring enables the operation of a predictive
maintenance policy and provides major improvements in
productivity.
Condition monitoring depends on selecting the right mix of
parameters that match expected faults and using the correct
measurement technique, location interval and processing, it is also
important to record enough information in order to be able to carry
out monitoring and diagnosis.
173
Condition Monitoring
Considerations include:
Type of measurement
Measurement interval
Accuracy of measurement
Repeatability
Condition monitoring falls into two distinct classes:
Monitoring which can be carried out without interruption to
the operation of the machine
Monitoring which requires the shutdown of the unit, or at

least the releases of the machine from its prime duty
The range of methods in use is very wide, from simple

techniques such as visual surface inspections to more
complicated procedures like spectral vibration analysis.
174
PREVENTIVE MAINTENANCE
TOTAL PREVENTIVE MAINTENANCE
JIT approach where workers perform preventive
maintenance on the machines they operate.
This approach is consistent with JIT systems
and lean production, where employees are give
greater responsibility for quality, productivity and
the general functioning of the system.
175
The TPM Concept
Develop a Company-wide philosophy to
maximize the effectiveness of production
systems.
Build an organization that prevents every
type of loss
zero accidents
zero defects
zero failures
Involve all departments in TPM
implementation.
Involve everyone from top management to
shop-floor operators
Use small groups (teams) to make
improvements.
176
The Total in TPM
Total effectiveness:
pursuit of economic efficiency and profitability
Total PM:
establishing a maintenance plan for the life of
the equipment - preventative maintenance -
improved maintainability
Total Participation:
autonomous maintenance by operators and
team based approach to problem solving
177
Before TPM Implementation
Maintenance Operations
Engineering
178
After TPM Implementation
A Team Effort Waste

Operations + Engineering + Maintenance Downtime
Defects
The Common Enemies
179
Before TPM Implementation:
Barriers
Operations Engineering
Maintenance 180
TPM Builds Bridges
Operations
Engineering
Maintenance
181
The TPM Prerequisite
Only by adopting a proactive approach

and putting in the time, effort, and resources
required can TPM be profitable for an
Organization
182
A Model for TPM
Development
Formal TPM Announcement
TPM Awareness Education

Phase I
Form TPM Steering Group
Preparation
Establish TPM Goals
Prepare Implementation Plan

183
The TPM Development Model
Continued
Conduct Focused Improvement Activities
Establish an Autonomous Maintenance Program

Phase II
Implement a Planned Maintenance Program
Implementation
Conduct Operation and Maintenance Skill Training
Build an Effective Administrative Support System
184
Core TPM Activities
Focused Improvement Projects
Autonomous Maintenance
Planned (Preventive) Maintenance
Education and Training
Early Management (Equipment Design and Installation)
Quality Maintenance
Administrative and Support Activities
Safety and Environmental Management
Diagnostic and Predictive Maintenance
185
The Major Plant Losses
Equipment Failures
Process and Equipment Set-ups And
Adjustments
Idling and minor stoppages
Reduced Processing Speed
Quality Defects
Reduced Yield
186
Ultimate Improvement Goals
for Chronic Losses
Type of Loss Goal Explanation
1. Equipment Failures 0 Reduce to zero for all equipment
2. Setup and Adjustments minimize Continuous effort to reduce setup times
3. Idling and minor stops 0 Reduce to zero for all equipment
4. Reduced Processing 0 Bring operating speed to design speed;

Speed then improve speed beyond design level
5. Quality Defects 0 Small levels might be acceptable (6-sigma)
6. Yield Losses minimize
187
Measurement
Measurement Is Necessary for Improvement.
People Do How They Are Measured!
188
Basic TPM Outcome
Measures
Productivity Quality Costs Delivery Safety
Units per labor hour Lost time Accidents
Product Defects Labor Costs
Value added per person Warranty Costs On-time shipments Incidents
Maintenance Costs
Throughput Near Misses
Customer Satis. Index Energy Costs
Downtime Re-worked units
Number of Breakdowns Scrap/Waste
Employee Satisfaction
Number of Improvement Ideas

Number of Teams
Employee Satisfaction Index
189
Focused Improvement
Step-by-Step Procedure
Activity/Step Detailed Outline
Step 0: Select the Project Select and Register the Project

Form the Project Team
Plan Activities
Step 1: Understand Situation Identify bottleneck processes

Measure failures, defects, and other
losses
Use baseline to set targets
Step 2: Expose and Eliminate Carefully Expose all Abnormalities

Abnormalities Restore deterioration and correct
minor flaws
Establish basic equipment
conditions
Step 3: Analyze Causes Stratify and Analyze Causes

Apply analytical techniques (P-M
Analysis) 190
Conduct experiments
Focused Improvement
Step-by-Step Procedure (continued)
Step 4: Plan Improvement Draft Improvement Proposals
Compare cost-effectiveness of
alternative proposals
List disadvantages of each alternative
Step 5: Implement
Improvement Carry out improvement plan
Provide instruction related to
implemented changes
Step 6: Check Results Evaluate improvement over time and

the project proceeds
Check whether targets have been
achieved
If not, go to step 3 and continue
Step 7: Consolidate Gains Draw up control standards to sustain

results
Formulate work standards
Feed information back into the
maintenance prevention program 191
Analytical Techniques for
Improvement
P-M Analysis
Ask Why 5 times
Fault tree Analysis (FTA)
Failure Mode and Effect Analysis
Industrial Engineering
Value Analysis
Seven Basic Tools of Quality
The New Seven Tools of Quality
192
Maintenance Performed By the Equipment Operators
One of the most important basic building

blocks in any TPM Program
Goals of Autonomous Maintenance:

Prevent equipment deterioration through
correct operation and daily checks
Bring equipment to its ideal state through
restoration and proper management
Establish the basic conditions needed to keep
equipment well-maintained
193
Step-by-Step Implementation
Step 1: Perform Initial Cleaning Eliminate Dust, Dirt, and Grime
Expose any irregularities
Correct minor flaws
Step 2: Eliminate Sources of Contamination Reduce housekeeping by eliminating

sources of dirt . Improve access to
difficult areas
Step 3: Establish cleaning and checking Formulate standards for cleaning,

standards lubricating, and tightening with minimal
time and effort. Improve efficiency of
checking gauges and visual display
controls
Step 4: Conduct General Equipment Provide inspection skills training

Inspections Modify equipment to facilitate inspection
Chart inspection results - quantify when
Possible.
194
Step-by-Step Implementation (continued)
Step 5: Perform General Process Train and Educate Operators to

Inspections achieve process-competent operators
Prevent inspection duplications and
omissions by incorporating individual
equipment inspection standards into
process or area inspection plans.
Step 6: Do Systematic Autonomous Establish clear procedures for auto-

Maintenance nomous maintenance
Reduce Setup Procedures
Establish system for self-management
for spares, tools, data, etc.
Step 7: Practice Full Self-Management Keep accurate maintenance records

Perform proper data analysis
Take appropriate action
195
Necessary Accomplishments for
Process-Competent Operators
Level 1:
Understand Process Performance and Function
Operates Process Correctly
Level 2:
Understands the properties of the materials handled
Performs correct adjustment and settings
Level 3:
Detects abnormalities promptly
Takes emergency action against abnormalities
Level 4:
Recognizes sign of abnormality
Deal with abnormalities correctly
Performs periodic overhaul checking and parts
replacement 196
Keys to Successful
Introductory Education and Training
TPM Objectives, TPM Benefits, TPM Overview
Cooperation Between Departments and Shifts
Consensus agreement on how to support TPM
and AM
Group Activities
small groups with leadership from shop floor to
management
AM is not voluntary
mandatory and necessary
management must provide leadership and
support
197
Keys to Successful AM
(continued)
Practice
practical application versus conceptual understanding
Progressive Education and Training
gradual skill development - step-by-step - as needed
Aim for Measurable Results
clear, appropriate measures (and goals)
Operators Should Determine Standards to Follow
operators set standards and criteria for maintenance
consistent with organizational objectives
Management Should Audit the AM Progress
provide guidance, support and critique
198
Keys to Successful AM
(continued)
Use Model Projects
Use as examples for the rest of the organization
Correct Equipment Problems Promptly
Maintenance department must react quickly to fix
problems uncovered by AM activities - will require
commitment and appropriate staffing
Take Time to Perfect AM
Dont rush the process - make sure the skills are there
199
Measures of Preventive
Maintenance Results
Downtime Trend
Operating Rate
Failure Frequency
Failure Severity (length of failure
downtime)
Maintenance Time per Incident
Quality Defect Rate
Failure Costs
Emergency Repair Time
Ratio of Maintenance Cost to Unit
Production Cost
200
IMPLEMENTATION SUMMARY
OF PM
Step 1: Evaluate Equipment and Understand
Current Conditions.
Step 2: Restore Deterioration and Correct
Weaknesses.
Step 3: Build an Appropriate Information
System.
Step 4: Build a Periodic Maintenance System
Step 5: Build a Predictive Maintenance
System.
Step 6: Evaluate the Preventive Maintenance
System.
Like everything associated with TPM, successful

implementation of a 201
preventive maintenance system will take time and support.
BREAKDOWN MAINTENANCE
The risk of a breakdown can be greatly reduced by an
effective preventive maintenance program.
The major approaches used to deal with breakdowns
are:-
Standby or backup equipment can be quickly pressed into
service.
Inventories of spare parts.
Operators who are able to perform at least minor repairs on their
equipment.
Repair people who are well trained and readily available to
diagnose and correct problems with equipment.
202
BREAKDOWN MAINTENANCE
Breakdown programs are most effective
when they take into account the degree of
importance a piece of equipment has in
the production system
The ability of the system to do without it for
a period of time.
203
Review of Equipment
Maintenance
The Review of Equipment Maintenance (REM) is an incremental approach,
designed to deliver financially driven results at minimum cost and time. It
provides optimum results when a review of equipment maintenance is
required to ensure that:
The most effective maintenance plan is adopted
Preventive, scheduled, design put and on-failure maintenance are

integrated into a cohesive strategy
The maintenance plan needs to respond to changes in plant operation
The review may also be required to introduce a new technique, such as

condition monitoring, or to adjust changes in maintenance resources.
Typically REM requires only 30-50% of the resource input that would be
required for RCM, while achieving similar results.
204
Review of Equipment
Maintenance
REM focuses primarily
on maintenance
strategy arising from
business drivers, such
as demand and
operating patterns and
can be considered in
two major stages:
Reliability and
criticality analysis
Maintenance review
205
Review of Equipment
Maintenance
The output of a REM study is an optimized
maintenance plan, where the appropriate risk
based defence of the asset is defined. This
takes in to account the goals of the organisation,
the criticality of the asset, the resources
available, and the level of technology employed
by the organization. This is a working document,
which can be translated into the physical reality
of conducting operational maintenance.
206
PARETO DIAGRAMS
Pareto diagram is an important quality tool used
in prioritizing & deciding the course of action in
maintenance management.
Of all the problems that occur, only a few are
quite frequent/costly.
The others seldom occur/cost less.
The problems are grouped and labeled as vital
few and trivial many.
207
PARETO DIAGRAMS
Pareto principle lends support to the 80/20
rule.
Pareto diagrams help quickly identify the
critical areas for managements attention.
208
STEPS FOR CONSTRUCTING PARETO
DIAGRAMS
STEP 1
Decide on data categorization system by problem type, type of conformity
(critical, major, minor) or whatever else seems appropriate.
STEP 2
Determine how relative importance is to be judged i.e., whether it should be
based on cost or frequency of occurrence.
STEP 3
Rank the categories from most important to least important.
STEP 4
Compute the cumulative frequency of the data categories in their chosen
order.
STEP 5
Plot a bar graph showing the relative problem of each problem area in
descending order.
209
STEPS FOR CONSTRUCTING PARETO
DIAGRAMS
STEP 6
Identify the vital few that deserve
immediate attention.
210
PARETO DIAGRAMS
PROBLEM DESCRIPTION % OF ANNUAL CUMMALITIVE
TYPE OCCURENCE COST (IN % OF
$1000) OCCURENCE
A Substandard quality of 40 20 40
raw material
B Improper setting of 20 6 60
machine
C Inadequate operator 14 3 74
training
D Poor storage of 10 2 84
finished parts
E Drop in hydraulic 8 2 92
pressure impresses
F Cutter not sharp 5 1.5 97
G Electrical breakdowns 3 1.8 100
211
PARETO
100
DIAGRAMS
100.0
97.0
92.0
84.0
80
% 74.0
O 60 60.0
F
T 40 40.0
O
T
A
L 20
212
0 A B C D E F G
PROBLEM TYPE
Computerized Maintenance
Management Systems
CMMS
What is Computerized Maintenance
Management System CMMS?
Computerized
Maintenance
Management System
CMMS is a
computerized system to
assist with the effective
and efficient
management of
maintenance activities
through the application
of computer technology.
The Maintenance Process
Equipment
Work Orders
(Assets)
History Inventory/
Labour
Schedule and Execute

Charge
Asset WR WO Approve
Allocation
Navigator
Labour Invoice
Match The
Parts Maintenance
Direct PA PO Process
History Stock Suggest
Reorder
Approve
BWB Requisition
Time
Report PO Approve Receive Inspect
RFQ
WO SI W/house
Schedule SIR
Complete Verify Ticket
PWB
Maintenance Planning and Stock Control Integration
Stock Requisition
Stores Direct/Service Req Procurement
Rebuild/Fab
PO/Req Inquiry
Purchase
Inquiry/ Order
Request
Stock Issue Maintenance Vendor PO/Inquiry
Return to Stock Validation
Direct Materials Materials
Stocked Materials Receiving Invoice

Receiving
Notice Invoice
Cost Adjustments Inquiry/Validation Matching
P a r e nt As se t
C lo s e W O A sse t M a in t . R e q u ir e m e n t s
H ist ory
W o r k R e q u e st s
RC M Da ta
Sw it ch/Insta ll Compone nts C ap ac i ty /E ve n t T r a c k i n g
D ownt ime P ro d uc t i on E ve nt s
Y /N
M e ter/Inspe ct ion Re adings - i.e., F ai lure
$$$
C re a t e
W o r k O rd e r
W or k
P e r f o r m ed
P ost L a bor ($) Copy F rom :
Re cord RC M D ata W orkloa d U npla nned/E m erg ency
Pre plan
- Fa ilure & S t an d ar d /R ou tin e
Job Fi le
- Fix Info
O r d e r M a te r i al s BO M
P M /P d M
St ock R eque sts 1 Job Fi le
Ins pe ction
N on-S toc k Re qui siti ons L abor
Lu be
A pprova ls $ H ie ra rchy M a tl
R ep etitive
Produc t Ca ta log 2 Sc he dule
BO M Copy Fre quenc y
C ra fts Runt ime Int erval
R esou rc e
P la n n in g W o r k b e n ch L ist D a te s
A vailab ility Cre ws
- Shutdow ns/P roj ec ts
V ie w E mploye e s 3 A uto Cre ate d & S che dule d
Fi lte r & Sort

Ba tc h: Sc hedul e Ex por t To : S ch ed ul e W O
Clos e S to res
Print M S P ro je c t
P ri m a v e ra
Stores Module
Stores
BOM
Single Site
MRO supplies Inventory
Rebuilds Stock
Mgmt
Capital spares Static Data Multiple Sites
Reorder mgmt
Physical inventory
Approvals Receive, transfer, bin, issue, returns
WO
Reqs ABC, XYZ

Inventory Surplus/obsolete
Acct. Accruals, cost
Stock acct.
Direct
Service
Reporting
Reporting
Open Application Interface
Open API B D
P u B
enables 3rd u a
r s t
party or custom e i s
i a
application s n
integration C n
e e e R
n s M e
M s
t s s p
a S o
t L L s
i o o i
A t
o g P g
n i i o
I r
c c
Client y
Layer
Server
Layer
Customer Migration
Information Link
Existing System Data Transition Software

Migration Support Services
ENTERPRISE
Introduction To CMMS
Computerized Maintenance Management
System or CMMS has been developed to
organize, expatiate and monitor all maintenance
activities.
CMMS are usually fragmented into inventory,
preventive maintenance and work order
tracking.
As CMMS program have to be integrated,
allowing control of all the major areas of
maintenance in one system.
The system vary in size allowing organization
with 5 to 5000 craft workers to be cost effective
in using them.
The need for and use of a CMMS is not

specific to any one industry or type of
application.
CMMS are being used by federal, state,
municipal organizations, all types and sizes of
manufacturing and process plants, hotels,
colleges and universities and so on.
Any facility or corporation that has a
maintenance workforce is a potential user of a
CMM system.
However, each organization will have some
differences in their requirements to be cost
effective in using them.
Potential Savings
The potential costs of doing nothing are high. Industry
statistics show that billions of dollars are spent
annually to maintain physical plants, commercial
buildings, educational and healthcare facilities and
equipment. Over one-third of all the dollars spent on
maintenance are wasted due to poor or inadequate
maintenance management.
When scheduled maintenance is not followed,
premature breakdown is a certain outcome. The
associated costs of breakdown do not stop with
equipment repair and replacement - there are also the
realities of unproductive downtime, lost business,
displacement of building occupants, uneven
workloads, overtime, and emergency inventory
purchasing.
Old Methods Provide Limited Benefits
Historically, most systems for managing
maintenance activities have been manual.
Everything from index cards, to memo files, to
wall-mounted log charts. These outdated
methods were cumbersome, incomplete, and
inefficient, and were generally used
inconsistently.
Computer-aided maintenance management is
a much more reliable and better overall
maintenance tracking system.
The Need Of a CMMS Today
1) The Safety Factor - FoeFires in the airport have been attributed to
bad maintenance. Many facilities have to review their maintenance
system if there are to bring creditability to their maintenance
departments.
2) The ISO Factor - Many manufacturing companies are
implementing ISO. A maintenance system is now a requirement under
ISO 9002.
3) The Productivity Factor - In an effort to have an edge over
their competitors, many companies are turning toward TQM (Total
Quality Management) of which TPM (Total Productive Maintenance) is a
major program. One of the key element in TPM is a maintenance
system.
4) The Cost Factor -An effective maintenance management program
results in savings in maintenance time and costs, improves productivity
Areas of Savings
Maintenance Efficiency
Equipment Uptime
Equipment Efficiency
Waste in Maintenance??
Labor Productivity
Stores - Materials
Safety & Environment
What Removes Waste??

Controlled Stores
Planning
Scheduling
Backlog Control
Typical Materials Savings

Industry Week (Magazine):
17.8% Reduction in Total Inventory Levels
19.4% Lower Material Cost
For a Company with $10M annual inventory
costs, the savings could approach $2M.
In addition to these Savings

Energy Cost Savings
Mechanical
Electrical
Steam
Fluid Power
Capital Equipment Savings
Warranty Savings
Quality Savings
The Impact of CMMS

Reduce equipment downtime through the benefits of regular
scheduled preventive maintenance
Increased equipment life
Increased craft productivity
Reduction in stores inventory
Reduction in emergency and critical maintenance.
Provide historical records to assist in maintenance planning
and budgeting
Provide maintenance reports in a format that is required by
the user
The Impact of CMMS

Top Ten Benefits Average
Improvement
Increased Maintenance Productivity 29%

Improved Equipment availability/reduced downtime 17%
Reduced excess inventory 21%
Less stock shortages 29%
Increased Planned Maintenance 78%
Reduced Emergency Work 31%
Less Overtime 22%
Less Waiting Time 29%
Reduced Emergency Purchasing 29%
Better Pricing from vendors 18%
The Asset
Optimization Pyramid
Asset Care Continuous
Improvement
Financial Total Productive

Optimization Maintenance
Reliability Predictive Operator

Engineering Maintenance Involvement
Maintenance Inventory &

Preventive Maintenance Maintenance Work Flow CMMS Usage
Purchasing
Project implementation plan
includes:
The following methods may be used to
answer the above questions:
Gantt chart
Critical Path Method (CPM) or Net work
analysis
Project Evaluation and Review Techniques
(PERT)
Simple formats
237
What is a GANTT Chart?
The Gantt chart is also referred to as the
progress chart.
It is a chart showing the timing of project
activities using horizontal bars.
It is one of the techniques of project
scheduling, which depicts the frequency of
activities and determines the period of
time for implementation.
238
How to determine a GANTT chart
Determine the parts or implementation

phases of the project and the sequence in
which the associated activities shall be
carried out
Then estimate the amount of time required
for each activity
List the activities that can be carried out at
the same time and identify those to be
carried out sequentially
239
How to construct a GANTT chart
Time represented on the horizontal axis,

and activities on the vertical axis.
Bars are entered to indicate the time
period allocated for each activity and the
state of progress at any particular point in
time.
240
Gantt Chart
Graph or bar chart with a bar for each project activity that shows passage of time
Provides visual display of project schedule
darla/smbs/vit 241
Example: Maize farming project
Activity
Marketing
Threshing
Harvesting
Weeding
Planting
Preparing seedbed
J F M A M J J A S O N D
Time period/ months
242
The Simple Format
ACTIVITY STARTING ENDING COST RESPONSIBLE REMARKS

DATE DATE PERSON
- Preparing seed bed
- Planning
- Weeding
- Harvesting
- Storage
- Threshing
- Marketing
243
History of CPM/PERT
Critical Path Method (CPM)
E I Du Pont de Nemours & Co. (1957) for construction of
new chemical plant and maintenance shut-down
Deterministic task times
Activity-on-node network construction
Repetitive nature of jobs
Project Evaluation and Review Technique (PERT)
U S Navy (1958) for the POLARIS missile program
Multiple task time estimates (probabilistic nature)
Activity-on-arrow network construction
Non-repetitive jobs (R & D work)
darla/smbs/vit 244
Project Network
Network analysis is the general name given to certain specific techniques which
can be used for the planning, management and control of projects
Use of nodes and arrows

Arrows An arrow leads from tail to head directionally
Indicate ACTIVITY, a time consuming effort that is required to
perform a part of the work.
Nodes A node is represented by a circle
- Indicate EVENT, a point in time where one or more activities start
and/or finish.
Activity
A task or a certain amount of work required in the project
Requires time to complete
Represented by an arrow
Dummy Activity
Indicates only precedence relationships
darla/smbs/vit 245
Does not require any time of effort
Project Network
Event
Signals the beginning or ending of an activity
Designates a point in time
Represented by a circle (node)
Network
Shows the sequential relationships among activities using
nodes and arrows
Activity-on-node (AON)
nodes represent activities, and arrows show precedence relationships
Activity-on-arrow (AOA)
arrows represent activities and nodes are events for points in time
darla/smbs/vit 246
AOA Project Network for House
3
Lay Dummy
foundation
2 0 Build Finish
3 1 house work
1 2 4 6 7
Design house Order and 3 1
and obtain receive Select 1 1 Select
financing materials paint carpet
5
AON Project Network for House

Lay foundations Build house
2 4
Finish work
2 3
7
Start 1 1
3
Design house 6
3
and obtain 5 1
1
financing 1 Select carpet
Order and receive
darla/smbs/vit 247
Select paint
materials
Situations in network diagram
B
A
A must finish before either B or C can start
C
A
C both A and B must finish before C can start
A
C both A and C must finish before either of B or D can
start
B
D
A
B
A must finish before B can start
Dummy both A and C must finish before D can start
C darla/smbs/vit 248
D
Concurrent Activities
3
Lay foundation Lay
Dummy
foundation
2 0
2 3
1
Order material 2 4
Order material
(a) Incorrect precedence (b) Correct precedence

relationship relationship
darla/smbs/vit 249
Questions to prepare activity network
Is this a Start Activity?
Is this a Finish Activity?
What Activity Precedes this?
What Activity Follows this?
What Activity is Concurrent with this?
darla/smbs/vit 250
PERT Example
Immed. Optimistic Most Likely Pessimistic
Activity Predec. Time (Hr.) Time (Hr.) Time (Hr.)
A -- 4 6 8
B -- 1 4.5 5
C A 3 3 3
D A 4 5 6
E A 0.5 1 1.5
F B,C 3 4 5
G B,C 1 1.5 5
H E,F 5 6 7
I E,F 2 5 8
J D,H 2.5 2.75 4.5
K G,I 3darla/smbs/vit 5 7 251
PERT Example
PERT Network
A E H J
B I K
F
darla/smbs/vit 252
Benefits of CPM/PERT
Useful at many stages of project management
Mathematically simple
Give critical path and slack time
Provide project documentation
Useful in monitoring costs
CPM/PERT can answer the following

important questions:
How long will the entire project take to be completed? What are the risks involved?
Which are the critical activities or tasks in the project which could delay the entire
project if they were not completed on time?
Is the project on schedule, behind schedule or ahead of schedule?
If the project has to be finished earlier than planned, what is the best way to do this
at the least cost?
darla/smbs/vit 253
Limitations to CPM/PERT
Clearly defined, independent and stable activities
Specified precedence relationships
Over emphasis on critical paths
Deterministic CPM model
Activity time estimates are subjective and depend on
judgment
PERT assumes a beta distribution for these time
estimates, but the actual distribution may be different
PERT consistently underestimates the expected project
completion time due to alternate paths becoming critical
To overcome the limitation, Monte Carlo simulations can be performed on the

network to eliminate the optimistic bias
darla/smbs/vit 254
Computer Software
for Project Management
Microsoft Project (Microsoft Corp.)

MacProject (Claris Corp.)
PowerProject (ASTA Development Inc.)
Primavera Project Planner (Primavera)
Project Scheduler (Scitor Corp.)
Project Workbench (ABT Corp.)
darla/smbs/vit 255
Practice Example
A social project manager is faced with a project with the following activities:
Activity Description Duration

Social work team to live in village 5w
Social research team to do survey 12w
Analyse results of survey 5w
Establish mother & child health program 14w
Establish rural credit programme 15w
Carry out immunization of under fives 4w
Draw network diagram and show the critical path. Calculate project
duration.
darla/smbs/vit 256
Practice problem
Activity Description Duration
1-2 Social work team to live in village 5w
1-3 Social research team to do survey 12w
3-4 Analyse results of survey 5w
2-4 Establish mother & child health program 14w
3-5 Establish rural credit programme 15w
4-5 Carry out immunization of under fives 4w
4
2
1 5
3
darla/smbs/vit 257

Maintenance Planning and Scheduling

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Effective

100% Life Time

Adaptation of the maintenance and support organization.

Direct maintenance costs - The costs are directly related to

Indirect maintenance costs - Losses due to maintenance

The ability of equipment to function properly,

Maintenance Support Performance

The term maintenance covers all

Digress of demands of a certain

Condition Based Fixed time

Detection of failures Cleaning, Lubrication

Planned maintenance resulting in lower costs for maintenance and lesser

PLANNED INDIRECT DIRECT

Real maintenance management is impossible

Operate to break down (unplanned corrective

Failures with failure development time is easier to handle than the

Shorter FDT Continuous on line condition monitoring has to be

Longer FDT Off-line condition monitoring has to be applied

Reduction on MDT about 20%

Increased machine life about 20 %

Saving on labour and spares 10 20%

Savings on maintenance budget 10 20%

To be able to manage the maintenance activities in the right way, a maintenance

The Building performance team is a highly skilled group of service

Not merely individual

Life Cycle Cost Reduction Focus

Before computerization of a maintenance

The work order should produce information

Work Order Number:

Work Order Forms

Once the numbering system is devised, the

Work Order Forms

Work Order Forms

Work Order Forms

Work Order Forms

Using Work Order Forms

Work Order Forms

Usage of Completed Work Order Information

Enter Work Request

Plan Work Request

Approve Work Plan Work Order on Hold

Work Order Ready for Scheduling

Work Order In Process

Work Order Completed

Work Order Sent to History

Computerization of a maintenance work order system

Effective planning and scheduling contribute

Reduced maintenance cost.

Minimizing the idle time of maintenance workers.

Maximizing the efficient use of work time, material,

Maintaining the operating equipment at a responsive

PM: Preventive Maintenance

NOTE:- Structured recording of all the activities is vital. 82

Emergency or breakdown maintenance: interrupt

Scheduled overhaul and shutdowns of the plant:

Overhaul, general repairs, and replacement: planned

Preventive maintenance: planned and scheduled in

The maintenance management system should aim to