MBA Operation Report 2011

cfd
A
PROJECT REPORT ON
Analysis and optimization of Maintenance Management of
Instruments at M/s. Ashapura Volclay ltd.
UNDER U!ERVII"N "#$
MA%E% &%ANDANI
U'MI((ED ')
NAME $ (RU!(I *"+AMI
ENR",,MEN( N" $ -./-01/20
u3mitted in partial fulfilment of the re4uirements for 4ualifying
M'A 5"!ERA(I"N6
Analysis and optimization of Maintenance Management of
1
Instruments at M/s. Ashapura Volclay ltd
Under uper7ision of $ Mahesh &handani
u3mitted 'y$
Name : (rupti *os8ami
Programme Code : M'A 5"!ERA(I"N6
Enrollment No. : -./-01/20
Name of the Study Centre : Adipur
Study Centre Code : -109
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&E R( I# I&A (E "# "R I*IN A, I( )
This is to certify that the project titled :Analysis and optimization of
Maintenance Management of Instruments at M/s. Ashapura Volclay ltd; is an
original wor of the Student and is !eing su!mitted in partial fulfillment for the
award of the :M'A 5"!ERA(I"N6; of Indira *andhi National "pen
Uni7ersity. This report has not !een su!mitted earlier either to this "ni#ersity or
to any other "ni#ersity$%nstitution for the fulfillment of the re&uirement of a course
of study.
Signature of Student Signature of Super#isor

'
A& <N "+ ,ED *E MEN (
(ith Candor and Pleasure % tae opportunity to e)press my sincere thans and
o!ligation to my esteemed guide Mr. Mahesh &handani. %t is !ecause of his a!le
and mature guidance and co*operation without which it would not ha#e !een
possi!le for me to complete my project.
%t is my pleasant duty to than all the staff mem!er of the computer center who
ne#er hesitated me from time during the project.
+inally, % gratefully acnowledge the support, encouragement - patience of my
family, and as always, nothing in my life would !e possi!le without .od, Than
/ou0
5(RU!(I *"+AMI6
1
D E& ,A RA (I"N
% here!y declare that this project wor titled :Analysis and optimization of
Maintenance Management of Instruments at M/s. Ashapura Volclay ltd; is my
original wor and no part of it has !een su!mitted for any other degree purpose or
pu!lished in any other from till date.
5(RU!(I *"+AMI6
2
TABLE OF CONTENT
("!I& A*E N"
1. Title of the Project 3
2. %ntroduction 4
'. 5e#iew of literature '6
1. 7!jecti#e of Study 12
2. 5esearch 8ethodology 1'
9. :ata +indings and ;nalysis 12
3. <imitation 3'
4. Conclusion 31
=. 5eferences 33
16. >uestionnaire 34
9
3
&%A!(ER = /
IN(R"DU&( I"N
8aintenance 8anagement is an orderly and systematic approach to planning, organi?ing,
monitoring and e#aluating maintenance acti#ities and their costs. ; good maintenance
management system coupled with nowledgea!le and capa!le maintenance staff can pre#ent
!readown pro!lems and en#ironmental damage@ yield longer asset life with fewer !readowns@
and result in lower operating costs and a higher &uality of instruments.
Importance
8aintenance management is crucial to companies !ecause proper maintenance maes worers
aware of the resources with which they ha#e to wor. (hen worers are aware of the cost and
nature of their maintenance resources, they are less liely to !e wasteful with those resources.
They also are more aware of how their resources and maintenance wor impacts the en#ironment.
; good maintenance management system maes wor more efficient and increases the &uality of
#isitor e)periences.
8aintenance is an important factor in &uality assurance, which is another !asis for the successful
competiti#e edge. %nconsistencies in e&uipments lead to #aria!ility in product characteristics and
result in defecti#e parts that fail to meet the esta!lished specifications. Aeyond just pre#enting
!rea downs, it is necessary to eep e&uipments operating within specifications Bi.e. process
capa!ilityC that will produce high le#el of &uality.
.ood maintenance management is important for the company cost control. ;s companies go in
for automation to !ecome more competiti#e, they increasingly rely on e&uipments to produce a
greater percentage of their output. %t !ecomes more important that, e&uipments operate relia!ly
within specifications. The cost of idle time is higher as e&uipment !ecomes more high*tech and
e)pensi#e e.g. NC$CNC machines and ro!ots.
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:ependa!ility of ser#ice is one of the performance measures !y which a company can distinguish
itself from others. To esta!lish a competiti#e edge and to pro#ide good customer ser#ice,
companies must ha#e relia!le e&uipments that will respond to customer demands when needed.
E&uipments must !e ept in relia!le condition without costly wor stoppage and down time due
to repairs, if the company is to remain producti#e and competiti#e.
8any manufacturing organi?ations, particularly those with D%T BDust*%n*TimeC programs are
operating with in#entories so low that, they offer no protection in the e#ent of a lengthy
e&uipment failure. Aeyond the cost of idle e&uipment, idle la!or, and lost ales that can result from
a !readown, there is a danger of permanently losing maret shares to companies that are more
relia!le. 8aintenance function can help pre#ent such as occurrence.
7rgani?ations lie airlines and oil refineries ha#e huge in#estments in the e&uipment. E&uipment
failure will !e disastrous for such companies. They need proper maintenance to eep the
e&uipment in good condition.
Interrelationship
8aintenance management is interrelated with other forms of management in a !usiness. +or
e)ample, it is connected to financial management, since a maintenance management system
determines how maintenance resources, which ha#e a cost, are allocated and used up. Ausiness
owners and operators cannot de#elop or adjust their maintenance management systems without
also addressing other management systems within the company.
Re4uirements
To de#elop a proper maintenance management system, a company first has to e#aluate its current
maintenance practices to determine what maintenance tass and resources are used and
necessary. %deally, the maintenance management system should !e a!le to record maintenance
tass and in#entory$resources, pro#ide feed!ac to the facilities operations manager for analysis,
and support the needs of the company and its customers. Computeri?ed maintenance management
software programs often can meet these re&uirements and greatly reduce the amount of wor
necessary compared to manual systems.
=
The word E7perationF is usually lined with E8aintenanceF. To put these terms in conte)t,
7peration is the performance of wor or ser#ices and the pro#ision of materials and energy to
ensure the day*to*day proper functioning of an asset, e.g., the wor acti#ities, associated
chemicals and electricity to run a water treatment plant. ;s such, it has a direct !ut simple impact
on the cost of operating an asset. 8aintenance is the wor performed on an asset such as a road,
!uilding, utility or piece of e&uipment to preser#e it in as near to its original condition as is
practical and to reali?e its normal life e)pectancy. This Technical %nformation :ocument, as its
name implies, concentrates on maintenance management systems only. %n general, maintenance
can !e classified into the following categories:
5a6 5outine * ongoing maintenance acti#ities such as cleaning instruments and regular cali!ration
checing, which are re&uired !ecause of continuing use of the facilities.
536 Pre#enti#e * periodic adjustment, lu!rication and inspection of mechanical or other e&uipment
to ensure continuing woring condition@ and
5d6 Emergency * une)pected !readowns of assets or e&uipment. These are unpredicta!le or
reacti#e type of maintenance and are more difficult to schedule than the a!o#e three categories.
"3>ecti7es of Maintenance Management
The following are some of the o!jecti#es of maintenance management:
%. 8inimi?ing the loss of producti#e time !ecause of e&uipment failure Bi.e. minimi?ing
idle time of e&uipment due to !rea downC.
%%. 8inimi?ing the repair time and repair cost.
%%%. 8inimi?ing the loss due to production stoppages.
%G. Efficient use of maintenance personnel and e&uipments.
G. Prolonging the life of capital assets !y minimi?ing the rate of wear and tear.
G%. To eep all producti#e assets in good woring conditions.
G%%. To ma)imi?e efficiency and economy in production through optimum use of facilities.
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G%%%. To minimi?e accidents through regular inspection and repair of safety de#ices.
%H. To minimi?e the total maintenance cost which includes the cost of repair, cost of
pre#enti#e maintenance and in#entory carrying costs, due to spare parts in#entory.
H. To impro#e the &uality of products and to impro#e producti#ity
&"M! AN) ! R"# I,E
Esta!lished in 1=96, ;shapura .roup is %ndiaIs largest mutimineral solutions pro#ider. The
flagship company ;shapura <td. is listed on %ndiaIs premier e)changes. ;shapura 8inechem
<td. is a part of the ASE 8idcap - ASE 266 indices. The group has mining - mineral processing
facilities in .ujarat, 8aharashtra, Jarnataa, Jerala, ;ndhra Pradesh and 7rissa. Today
;shapura .roup has attained glo!al status with projects in Aelgium, Nigeria, 7man and
8alaysia.
;shapura .roup is one of the significant glo!al players in !au)ite and is amongst the worldIs top
fi#e Aentonite companies. ;shapura also dominates the #alue added segments in the country for
Aleaching Clay, .eosynthetic Clay <iners, Clay Catalysts, Calcined Aau)ite, etc.
Ashapura has ad#anced from !eing a single mineral company to a specialist in industrial
minerals. Aentonite, the multi*tasing mineral, continues to !e a core product with di#erse
applications in industries that range from agriculture to en#ironment and foundry to edi!le oils
and cosmetics to medicine New applications for the industries presently !eing catered as well as
for new industries are de#eloped e#ery year through indigenous and glo!al research. The
companyIs di#ersification into !au)ite was a major mo#e and today Ashapura is among the ey
players in Aau)ite from %ndia. 7ur strategy to e)pand our mineral portfolio is paying rich
di#idends as we ha#e added Jaolin, ;ttapulgite, Aarites, +eldspar and many other allied minerals
to our product portfolio.
; new e)citing area, with immense growth potential and limitless possi!ilities, opened when the
company decided to mo#e into #alue added products. ;t present our major #alue added products
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are Aleaching Clay, Clay Catalysts, .eosynthetic Clay <iners B.C<C, and Calcined Aau)ite and
#ery soon it will !e alumina.
;ll our products come with a promise of ?no compromise on 4uality@.
(hen Na7nitlal R. hah, the CompanyIs Chairman, returned to %ndia from Aurma, he had
confidence in his a!ility to con#ert opportunities to a profita!le #enture. Ke started a partnership
!usiness in !entonite in the 96Is. Ay the early 46Is, the !usiness flourished due to the e)port of
drilling grade of Aentonite to the 8iddle East. The war in the 8iddle East forced the company to
e)plore new applications. Since then ;shapura ne#er had to loo.
ome ma>or milestones
1=96 : 8r. N.5. Shah starts a partnership !usiness in !entonite
1=36 : ;n 7ffice and a factory was set up in Ahuj
1=32 : +irst e)port order recei#ed from /ugosla#ia and then %ra&
1=32 : Chetan Shah, the ChairmanIs son, joins the !usiness
1=46 : The Shah family separated from their partners
1=46 : ;lternate uses of !entonite e)plored lie oil - water well drilling, iron ore
pelleti?ation, metal casting, ci#il engineering, !leaching clay etc
1=42 : The partnership firm was con#erted to a Company
1==1 : 8areting alliance esta!lished with 8itsu!ishi Corporation. 8ajor support recei#ed
mainly in de#eloping Aentonite for %ron 7re Pelleti?ation
1==2 : ;shapura Shipping <td. B;S<C esta!lished
1==' : ;shapura 8inechem <td went pu!lic with an e&uity issue of 966,666 shares
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1==2 : :i#ersification into !au)ite !usiness
1==2 : Cat <itter !usiness was started
1==3 : %ndo*;merican*Dapanese joint #enture ;shapura Golclay <imited started to
manufacture #alue added Aentonite products
1=== : ;8C7< %nternational Corporation ac&uires 26L stae in ;shapura 8inechem <td.
2661 : Esta!lished a state*of the *art Jnowledge - %nno#ation Centre at Aelapur
2661 : ;shapura ac&uired 21L stae in 8$s. Aom!ay 8inerals <td.
2662 : Successful commissioning of ;cid ;cti#ated Aleaching Clay plant
266' : Calcined Aau)ite plant commissioned
2661 : ;shapura .roup crosses 5s. 266 crores turno#er
2662 : 5ecei#ed in*principle appro#al from .ujarat .o#ernment for setting up ;lumina
5efinery
2662 : .eosyntheic Clay <iners B.C<C plant commissioned
2669 : Aleaching Clay Plant capacity dou!led from 22,666 tons to 26,666 tons
New glo!al projects* Nigeria, ;ntwerp, 8alaysia
New domestic projects * Port infrastructure, Jerala for Jaolin
2669 : 5s. 2266 crore Jutch alumina refinery project recei#es final 7J from .ujarat
.o#ernment
2663 : Aegan setting up a project at 7man
266= : Signed 8o" with .o#ernment of 8aharashtra to set up a state*of*the*art ;lumina
Comple), with a refinery, smelter and capti#e power plant
2616 : New %nitiati#es in %ndonesia to e)plore #alue added 8inerals
1'
*R"U! &"M!ANIE
Ashapura *roup is one of the pioneers in the de#elopment of industrial minerals in %ndia.
%t is the worldIs fifth largest producer of Aentonite and the largest e)porter of Aentonite and
metallurgical grade Aau)ite from %ndia.
; s hapura 8 inechem <t d.
; s hapura G o lc la y <t d. B; G < C
; s hapura %n terna ti onal <t d.
; s hapura C la y te ch <t d.
; s hapura S h ipp ing <t d.
; s hapura E )por ts <t d.
Ao m ! a y 8 inera ls <t d.
; s hapura 8 inechem B"; E C + M E
;s hapura +oundation
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*,"'A, (IEU!
Kead&uartered in %llinois ".S.;, ;8C7< %nternational Corp. B;8C7<C is a leading
international producer and mareter of #alue added Aentonite, specialty minerals and related
products. ;8C7< operates 94 facilities in ;sia, ;ustralia, Europe and North ;merica with its
products ser#ing 12 major marets, including metal casting, detergents, pet products, !uilding
materials and personal care. ;8C7< is listed on the N/SE with a maret capitali?ation in e)cess
of "S: 1 !illion.
;8C7< has 26L stae in the Ashapura *roup@s flagship company ;shapura 8inechem <td.
since 1===. ;8C7< is also ;shapuraIs e&ual partner in Ashapura Volclay ,td. which is in the
Aleaching Clay and .eosynthetic Clay <iners B.C<C !usinesses.
5ecently ;shapura and ;8C7< ha#e jointly esta!lished a mineral processing comple) at
;ntwerp, Aelgium.
The state*of*the*art technology for Ashapura Volclay ,imited project was ac&uired from
8i?usawa %ndustrial Chemical <imited, a Taeda group company, which is the second largest
pharma enterprise in Dapan. The company also licensed the right to use their world famous
!leaching clay !rand E.alleonF. The !leaching clay is used to refine all type of oils and wa)es
and is the only product of its ind in %ndia today.
Mitsu3ishi & oration A Bapan
Mitsu3ishi &orporationA Bapan is our mareting partner for !entonite and !au)ite sales across
the glo!e. 8itsu!ishi Corporation played a #ery important role in !ringing 8i?usawa technology
and !rand to %ndia.
udsonCM!A dn. 'hd.A Malaysia
Kudson*8P; Sdn. Ahd. is an ;ssociate Company in which Ashapura Minechem ,td. has a
su!stantial stae.
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Kudson*8P; Sdn. Ahd. is a renowned - relia!le manufacturer and e)porter of industrial
a!sor!ents suita!le for numerous applications which meet stringent specifications and
international standards of &uality.
VII"N MII"N AND VA,UE
AshapuraDmeans %opes Realized.
"ur Mission
(e ha#e a simple !ut uni&ue mission statement: (e will li#e up to our nameN (e will
consistently wor to realize hopesD ours and those of our stae holders * customers, !usiness
associates, shareholders, employees, community, go#ernments. Kopes fulfilled gi#e rise to new
hopes resulting in continuous impro#ement in the pursuit of e)cellence.
"ur Vision
To emerge as a world class company and preferred partner to di#erse industries through proacti#e
customer support, inno#ation and cutting edge technology. 7ur standards of integrity, relia!ility
and social responsi!ility will !ecome !enchmars for other companies to emulate. The
commitment, ?eal and team spirit of our human resources will ena!le us to transform this #ision
to reality.
"ur Values
%n times of constant change our #alues will remain constant O integrity, inno#ation, partnership,
respect, responsi!ility, sta!ility, transparency, ?eal O these will create more #alue for our
company and our customers.
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MANA*EMEN( "# (%E &"M!AN)
hri Na7nitlal R. hah
5EEecuti7e &hairman6
Na#nitlal 5. Shah, the E)ecuti#e Chairman, is a founder of the ;shapura .roup of Companies
with o#er three decades of e)perience in the industry. Ke can !e descri!ed as pioneer in !entonite
processing in %ndia.
Ke started with a partnership firm in 1=93, which !ecame a pri#ate limited company in 1=42 and
which is now a pu!lic limited company. Ke has !een the Chairman of Processed 8ineral Panel of
C;PEH%< and Chairman of E)port Promotion Committee of the 8ineral 8erchants and
8anufacturers ;ssociation of %ndia, 8um!ai.
hri &hetan hah
5Managing Director6
Chetan Shah, the 8anaging :irector, has more than 24 years of e)perience in the !entonite
industry and is responsi!le for the o#erall management. Ke is a commerce graduate and his sills
in mareting are well esta!lished. "nder his guidance, we ha#e achie#ed e)cellence in e)ports of
!au)ite and other #alue added products.
mt. Dina &. hah 5Resigned 8.e.f /st #e3 0-//6
5NonCEEecuti7e Director6
8rs. :ina Chetan Shah is an ;rts .raduate and acti#ely in#ol#ed in the discharge of CompanyIs
!ene#olent and social o!ligations.
hri !iyush Vora
Piyush ;. Gora is a >ualified Chartered ;ccountant. Ke has e)perience of more than 19 years in
the professional practice and in %n#estment and Portfolio 8anagement, ;ccounts, <aw and
+inance.
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hri AshoF <adaFia
;sho Jadaia is an %ndustrialist with o#er ' decades of e)perience in Chemical %ndustry.
hri ,arry +asho8
<arry (ashow is the President and CE7 of ;8C7< %nternational Corporation. Ke has a
AachelorIs :egree from 8iami "ni#ersity in 7)ford, 7hio, and a 8asterIs :egree in Ausiness
;dministration from Northwestern "ni#ersity in E#a!ston, %llinois, "S;.
hri A3hilash Munsif
;!hilash 8unsif is a well*e)perienced diplomat, fully con#ersant with the woring of "nited
Nation systems and the Kigh <e#el Commissions. Ke has wored for 4 years in pri#ate sector in
<ondon. Ke has also held positions at C+7 $ C;7 $ :irector <e#el with se#eral organs of "nited
Nations in Swit?erland, ;sia - ;frica and with Kigh <e#el Commissions lie ESouth
CommissionF, comprising 14 countries - Summit le#el group of :e#eloping Countries B.*12C
comprising 12 countries. Kis last assignment was with P(orld %ntellectual Property 7rgani?ation
B.ene#aC as the :irector of +inance for 4 years. Ke has tra#elled e)tensi#ely to o#er 26 countries,
has met se#eral heads of the states and$or go#ernments, and has esta!lished e)cellent connections
at the highest le#el in se#eral countries in ;sia, ;frica, <atin ;merica and the 8iddle East.
hri %arish Moti8alla
Karish 8otiwalla is a fellow 8em!er of %nstitute of Chartered accountants of %ndia. Ke is also a
<aw .raduate. Ke has also completed :%S; certification Course conducted !y %nstitute of
Chartered ;ccountants of %ndia. Ke is a Practicing Chartered ;ccountant and has #ast e)pertise
in the field of accounts, finance and corporate go#ernance.
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(EAM "# ENI"R EGE&U(IVE
;shapuraIs 8anagement Team is a healthy mi) of persons who ha#e grown from within the
company and management professionals with se#eral years of e)perience in related companies
and fields.
8r. Chetan Shah O CE7 - 8anaging :irector
8r. 5aji# .andhi .roup C+7
8r. Kemul Shah CE7 %nternational Projects - %n#estments
8rs. .eetha Nerurar CE7 Aentonite, Jaolin, ;llied Products
8r. :ilip .andhi Sr. Gice President Corporate Planning - Projects
8r. 5ajniant Pajwani Gice President 5esource :e#elopment
8r. :ipa Gora Gice President ;G< ;ccounts
8r. 5amesh Aalgi Gice President .roup K5 - ;dministration
8r. 8anoj Shah Gice President Commercial - Projects
8r. Sridhar Chari Gice President
B7perationsC ;shapura Golclay <imited
8r. Sachin Pole Gice President Secretarial
8r. 8ilap Germa Gice President .CC
1=
(E&%N","*) "# &"M!AN)
The phrase Einno#ate or dieF is not an e)aggeration in todayIs fiercely competiti#e en#ironment
where e#ery day you ha#e new initiati#es and the rate of o!solete technologies eep increasing.
;t ;shapura we ha#e since our inception recogni?ed the importance of nowledge and
inno#ation. 7#er the years we ha#e wored with specialists across the world to ensure our
products not just meet !ut surpass the most stringent &uality controls. 7ur Jnowledge and
%nno#ation Centre and our technological synergies with associates across the world eep us
continually in the forefront.
Ashapura <no8ledge H Inno7ation &entre
;shapuraIs strength is its nowledge and e)perience in minerals. (e integrate this nowledge in
all that we do and continually wor to disco#er new applications and new growth areas. (ith our
focus on #alue added products the importance of 5-: will continue to grow. 7ur strategic
alliances with glo!al leaders gi#e us access to leading technologies and this nowledge is
complemented with our own indigenous findings and tailored to meet local needs.
;8C7< %nternational "S; is a partner company of ;shapura with a 26 L stae in ;shapura
8inechem and a 26L stae in ;shapura Golclay <imited
;8C7< %nternational Corp., through its operating su!sidiaries, is a leading international
producer and mareter of #alue*added, specialty minerals and related products. The CompanyIs
products ser#e 12 major marets, includingQmetal casting, detergents, pet products, !uilding
materials and personal care. This alliance gi#es ;shapura access to the newest technologies in
!entonite #alue added products and new applications
Mizusa8a Industrial &hemicals ,td.
*alleon 'rand Acti7ated 'leaching Earth
.alleon Earth is the registered trade name of acti#ated !leaching earth manufactured !y
8i?usawa %ndustrial Chemicals <td., Dapan, and has !een widely used as a refining agent for
#arious animal and #egeta!le fats and oils, fatty acids, lu!ricating oils and wa)es. Through a
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Technology <icense ;greement entered into with 8i?usawa %ndustrial Chemicals <imited
B8%C<C of Dapan. ;shapura Golclay <imited B;G<C is permitted to use filterless technology for
the production of Aleaching Earth and also use of the !rand name, R.alleonR.
*alleon Earth
.alleon Earth is o!tained !y treating Kigh Purity 8ontmorillonite Clay with mineral acid
Bsulphuric acidC@ as a result alumina, iron o)ide, magnesia and calcium o)ide are eluted partially.
Thus o!tained .alleon Earth is a porous aluminum silicate compound ha#ing an e)cellent
adsor!a!ility owing to a large pore diameter, a large pore #olume and a large specific surface
area.
!roperties of *alleon Earth
.enerally speaing, strongly acid*treated product is suita!le for refining at lower temperature and
wealy acid*treated product is suita!le for refining at higher temperature. .alleon Earth, !ecause
of its inherent properties, has a decided superiority for adsor!ing coloring matters and impurities
contained in #arious fats and oils, mineral oils, wa)es and so on.
*rades of *alleon Earth
V0 uper
Aleaching earth of the highest !leach a!ility and filtera!ility for difficult*to*!leach oil fats and
oils such as castor oil, palm oil, linseed oil, rapeseed oil, fish oil, soy!ean oil, cotton seed oil and
oli#e oil. %t e)hi!its high performance in !oth chemical and physical refining for palm oil.
V0
Kigh*&uality special grade for difficult*to*!leach general fats and oils, in particular, castor oil,
palm oil, soy!ean oil, rapeseed oil, linseed oil, rice !ran oil, cotton seed oil, fish oil and !eef
tallow.
MAIN(ENAN&E
21
The term PmaintenanceI means to eep the e&uipment in operational condition or repair it to its
operational mode. 8ain o!jecti#e of the maintenance is to ha#e increased a#aila!ility of
production systems, with increased safety and optimi?ed cost. 8aintenance management in#ol#es
managing the functions of maintenance. 8aintaining e&uipment in the field has !een a
challenging tas since the !eginning of industrial re#olution. Since then, a significant of progress
has !een made to maintain e&uipment effecti#ely in the field. ;s the engineering e&uipment
!ecomes sophisticated and e)pensi#e to produce and maintain, maintenance management has to
face e#en more challenging situations to maintain effecti#ely such e&uipments in industrial
en#ironment. This !rief lecture on maintenance management includes maintenance strategies,
functions of maintenance department, maintenance organi?ation and elements of maintenance
management.
8aintenance 8anagement is an orderly and systematic approach to planning, organi?ing
monitoring and e#aluating maintenance acti#ities and their costs. ; good maintenance
management system coupled with nowledgea!le and capa!le maintenance staff can pre#ent
health and safety pro!lems and en#ironmental damage@ yield longer asset life with fewer
!readowns@ and result in lower operating costs and a higher &uality of life. This document
pro#ides general information and guidance on esta!lishing 8aintenance 8anagement Systems
for use in +irst Nations communities. %t descri!es a system framewor from the initial step of
in#entory gathering to preparing a community maintenance !udget for asset maintenance
planning and monitoring. :epending on the application and design, 8aintenance 8anagement
Systems may ha#e #arious formats and procedures, Be.g., #arious formats of wor orders, reports
and computer screens, etc.C, !ut the !asic principles of all these systems are similar to the one
presented in this document.
()!E "# MAIN(ENAN&E
22
The word E7perationF is usually lined with E8aintenanceF. To put these terms in conte)t,
7peration is the performance of wor or ser#ices and the pro#ision of materials and energy to
ensure the day*to*day proper functioning of an asset, e.g., the wor acti#ities, associated
chemicals and electricity to run a water treatment plant. ;s such, it has a direct !ut simple impact
on the cost of operating an asset. 8aintenance is the wor performed on an asset such as a road,
!uilding, utility or piece of e&uipment to preser#e it in as near to its origina condition as is
practical and to reali?e its normal life e)pectancy. This Technical %nformation :ocument, as its
name implies, concentrates on maintenance management systems only. %n general, maintenance
can !e classified into the following categories:
BaC 5outine * ongoing maintenance acti#ities such as cleaning washrooms, grading roads and
mowing lawns, which are re&uired !ecause of continuing use of the facilities@
B!C Pre#enti#e * periodic adjustment, lu!rication and inspection of mechanical or other e&uipment
to ensure continuing woring condition@
BcC major projects such as floor replacement, re*roofing, or complete re*painting which are
performed once e#ery few years@ and
BdC Emergency * une)pected !readowns of assets or e&uipment. These are unpredicta!le or
reacti#e type of maintenance and are more difficult to schedule than the a!o#e three categories
MAIN(ENAN&E (RA(E*IE "R "!(I"N
; maintenance strategy or option means a scheme for maintenance, i.e. an ela!orate and
systematic plan of maintenance action. +ollowing are the maintenance strategies S1T that are
commonly applied in the plants.
Areadown 8aintenance or 7perate to +ailure or "nplanned 8aintenance
Pre#enti#e or Scheduled 8aintenance
Predicti#e or Condition Aased 8aintenance
7pportunity 8aintenance
:esign out 8aintenance
2'
The e&uipment under !readown maintenance is allowed to run until it !reas down and then
repairing it and putting !ac to operation. This strategy is suita!le for e&uipments that are not
critical and ha#e spare capacity or redundancy a#aila!le. %n pre#enti#e or scheduled 8aintenance,
maintenance actions such as inspection, lu!rication, cleaning, adjustment and replacement are
undertaen at fi)ed inter#als of num!ers of hours or Jilometers. ;n effecti#e P8 program does
help in a#oidance of accidents. Condition monitoring BC8C detects and diagnoses faults and it
helps in planned maintenance !ased on e&uipment condition. This condition !ased maintenance
strategy or predicti#e maintenance is preferred for critical systems and for such systems
!readown maintenance is to !e a#oided. ; num!er of C8 techni&ues such as #i!ration,
temperature, oil analysis, etc. ha#e !een de#eloped, which guide the users in planned
maintenance S2T. %n opportunity maintenance, timing of maintenance is determined !y the
procedure adopted for some other item in the same unit or plant. %n design out maintenance, the
aim is to minimi?e the effect of failures and in fact eliminates the cause of maintenance.
;lthough it is an engineering design pro!lem, yet it is often a responsi!ility of maintenance
department. This is opted for items of high maintenance cost that are due to poor maintenance,
poor design or poor design outside design specifications. %t may !e mentioned that a !est
maintenance strategy for each item should !e selected !y considering its maintenance
characteristics, cost and safety.
%n addition to the a!o#e, new strategies concepts such as Proacti#e 8aintenance, 5elia!ility
Centre 8aintenance B5C8C, Total Producti#e 8aintenance BTP8C, etc. ha#e recently !een
e#ol#ed to loo it from different perspecti#es and this has helped in de#eloping effecti#e
maintenance. %n proacti#e maintenance, the aim is identify what can go wrong, i.e. !y monitoring
of parameters that can cause failures. %n 5C8, the type of maintenance is chosen with relia!ility
of the system in consideration, i.e. system functions, failures relating to those functions and
effects of the dominant functional system failures. This strategy in the !eginning was applied to
critical systems such as aircrafts, nuclear and space applications. ;t present, this is !eing
e)tended to critical systems in the plant. TP8, a Dapanese concept, in#ol#es total participation of
all concerned. The aim is to ha#e o#erall effecti#eness of the e&uipment with participation of all
concerned using producti#e maintenance system.
21
#UN(I"N "# A MAIN(ENAN&E DE!AR(MEN(
+ollowing are the major functions of a maintenance department S'*1T:
8aintenance of installed e&uipment and facilities
%nstallations of new e&uipment and facilities
P8 tass O %nspection and lu!rication of e)isting e&uipment
C8 tass O monitoring of faults and failures using appropriate techni&ues
8odifications of already installed e&uipment and facilities
8anagement of in#entory
Super#ision of manpower
Jeeping records
MAIN(ENAN&E "R*ANIIA(I"N
%t concerns in achie#ing an optimum !alance !etween plant a#aila!ility and maintenance resource
utili?ation. The two organi?ation structures that are common are: Centrali?ed and :ecentrali?ed.
; decentrali?ed structure would pro!a!ly e)perience a lower utili?ation than centrali?ed one !ut
would !e a!le to respond &uicly to !readowns and would achie#e higher plant a#aila!ility. %n
practice, one may ha#e a mi) of these two. ; maintenance organi?ation can !e considered as
!eing made up three necessary and interdependent components.
1. Resources: men, spares and tools
2. Administration: a hierarchy of authority and responsi!ility for deciding what, when and
how wor should !e carried out.
'. +orF !lanning and &ontrol ystem: a mechanism for planning and scheduling the
wor and feeding !ac the information that is needed for correctly directing the
maintenance effort towards defined o!jecti#e.
%t may !e mentioned that maintenance $ production system is a continuously e#ol#ing organism
in which the maintenance organi?ation will need continuous modifications in response to
changing re&uirements. 8oreo#er, it is re&uired to match the resources to worload. 8aintenance
22
acti#ities O !e it pre#enti#e or condition monitoring, in#ol#e use of resources* men and materials
including documents. This re&uires coordination amongst the in#ol#ed personnel so that these are
timely undertaen. (or planning and control system under maintenance management in the
plant ensures this and pro#ides planning and control of acti#ities associated with maintenance.
This means application of general management principles of planning, organi?ing, directing and
controlling to the maintenance functions, e.g. to the esta!lishment of procedures for de#elopment
of maintenance strategy and to models for descri!ing the flow of wor through maintenance wor
planning department. Control system controls the maintenance cost and plant condition.
E,EMEN( "# E##E&(IVE MAIN(ENAN&E MANA*EMEN(
An effecti7e maintenance system includes the follo8ing elements J9CKL$
8aintenance Policy
Control of materials
Pre#enti#e 8aintenance
Condition 8onitoring
(or 7rder
Do! planning
Priority and !aclog control
:ata recording system
Performance measurement measures or indices
8aintenance performance for a plant or an organi?ation can !e assessed through analysis of
5elia!ility, ;#aila!ility and 8aintaina!ility B5;8C plant data. 5ele#ant parameters, measures or
indices for specific plants can !e identified S2T. The performance o#er a period of time will show
if it is impro#ing, going down or !eing sustained. This will also help in nowing how well the
o!jecti#es are !eing met. %n addition, it will guide the areas which are strong and which need to
!e strengthened. "se of computers and dedicated software will certainly help in implementing
this and the maintenance management system in general.
29
Computeri?ed 8aintenance 8anagement System BC88SC is also nown as E n terpr is e ; ss et
8 anage m e n t and Computeri?ed 8aintenance 8anagement %nformation System BC88%SC.
; C88S software pacage maintains a co m pu ter da ta!a s e of information a!out
an organi?ationIs maintenance operations, i.e. C88%S * computeri?ed maintenance management
information system. This information is intended to help maintenance worers do their jo!s more
effecti#ely Bfor e)ample, determining which machines re&uire maintenance and which storerooms
contain the spare parts they needC and to help management mae informed decisions Bfor
e)ample, calculating the cost of machine !readown repair #ersus pre#enti#e maintenance for
each machine, possi!ly leading to !etter allocation of resourcesC. C88S data may also !e used
to #erify regulatory compliance.
C88S pacages may !e used !y any organi?ation that must perform maintenance on e&uipment,
assets and property. Some C88S products focus on particular industry sectors Be.g. the
maintenance of #ehicle fleets or health care facilitiesC. 7ther products aim to !e more general.
C88S pacages can produce status reports and documents gi#ing details or summaries of
maintenance acti#ities. The more sophisticated the pacage, the more analysis facilities are
a#aila!le.
8any C88S pacages can !e either we!*!ased, meaning they are hosted !y the company selling
the product on an outside ser#er, or <;N !ased, meaning that the company !uying the software
hosts the product on their own ser#er.
C88S pacages are closely related to Co m pu t er a ided fac ili t y m a n age m e n t pacages Balso
called +acility 8anagement SoftwareC. +or the purposes of many organi?ations, the two are
interchangea!le.S
!RE!ARIN* A MAIN(ENAN&E !,AN
23
:epending on the application and design of a maintenance system, the format and steps of
preparing a maintenance plan can #ary. The ey steps in preparing a typical maintenance plan
are:
B1C !repare an asset in7entory * identifying the physical features Be.g., area, material, etc.C of all
assets Be.g., schools, roads, etc.C which re&uire maintenance@
B2C Identify maintenance acti7ity and tasFs * defining the type of maintenance tas Bacti#ityC to
!e performed on each asset and what wor should !e done under each acti#ity, e.g. ;cti#ity:
cleaning. (or to !e performed: clean chal !oards, #acuum carpets, etc.@ or, ;cti#ity:
Pre#enti#e 8aintenance BShingle roofC. (or to !e performed: %nspect attic space for signs of
dampness caused !y leas in roof. %nspect roof for loose, torn, folded or missing shingles. 5epair
or replace shingles as re&uired. %nspect flashings ea#es troughs and down spouts, and caul or
replace as re&uired. Gisually chec soffit and facial for loose or damaged materials@
B'C Identify the fre4uency of the tasF * determining how often the acti#ities should !e
performed Bfre&uency of ser#iceC@ this is important particularly in pre#enti#e type of
maintenance. Emergency or reacti#e type of repairs is unpredicta!le, !ut with good pre#enti#e
maintenance, the fre&uency of emergency situations occurring may !e reduced@
B1C Estimate the time re4uired to complete the tasF * indicating how long each tas should
tae to complete@
B2C De7elop an annual 8orF schedule * planning what time the maintenance wor for the entire
year should tae place@
B9C !repare and issue a 8orF order * identifying what, when, where and !y whom maintenance
wor is to !e done.
24
&%A!(ER = 0
2=
REV IE+ "# ,I(E RA(UR E
According to MirFa <ans in 0--0$
;!stract: 8aintenance management information technology B88%TC systems ha#e e)isted some
forty years. This paper in#estigates the ad#ancement of these systems and compares the
de#elopment of 88%T with other corporate information technology B%TC systems !y the means of
a literature study of =3 scientific papers within the topic of 88%T and additional readings in
!oos. The study re#eals that the focus of 88%T has changed in se#eral aspects during the forty
years that has !een in#estigated@ from technology to use@ from maintenance function to
maintenance as an integrated part of the !usiness@ from supporting reacti#e maintenance to
proacti#e maintenance and from operati#e to strategic maintenance considerations.
According to AmiF *argA .*. DeshmuFh in 0--M$
Purpose O The purpose of this paper is to re#iew the literature on maintenance management and
suggest possi!le gaps from the point of #iew of researchers and practitioners.
Design/methodology/approach O The paper systematically categori?es the pu!lished literature
and then analy?es and re#iews it methodically.
Findings O The paper finds that important issues in maintenance management range from #arious
optimi?ation models, maintenance techni&ues, scheduling, and information systems etc. (ithin
each category, gaps ha#e !een identified. ; new shift in maintenance paradigm is also
highlighted.
'6
Practical implications O <iterature on classification of maintenance management has so far !een
#ery limited. This paper re#iews a large num!er of papers in this field and suggests a
classification in to #arious areas and su! areas. Su!se&uently, #arious emerging trends in the field
of maintenance management are identified to help researchers specifying gaps in the literature
and direct research efforts suita!ly.
Originality/value O The paper contains a comprehensi#e listing of pu!lications on the field in
&uestion and their classification according to #arious attri!utes. The paper will !e useful to
researchers, maintenance professionals and others concerned with maintenance to understand the
importance of maintenance management
According to ,. M. !intelon and ,. #. *elders in 00 May 0--9
8aintenance management of industrial e&uipment is an important !ut still relati#ely neglected
!usiness function. This paper identifies and discusses the most important elements of its decision
maing en#ironment. ;s such the paper contri!utes to the structuring of the maintenance
management area and it pro#ides a frame of reference for further research in maintenance policy
optimi?ation. The paper starts with a !rief description of maintenance management in a !usiness
conte)t. %n the remainder of the paper three parts may !e distinguished. The first addresses the
system design aspects of maintenance management in the !roader operations management
en#ironment, the second e)amines the most important issues in maintenance decision maing and
the last part re#iews the managerial tools a#aila!le for decision maing in this area. ;n e)tensi#e
list of references is pro#ided.
'1
According to Bayant V. eraphs H !. *eorge 'enson in .
th
BUN 0--N
8uch has !een written a!out how &uality should !e managed in an organi?ation. The &uality
literature contains many case studies of successful companies and descriptions of &uality
concepts and &uality impro#ement programs. To date, howe#er, there has !een no systematic
attempt to organi?e and synthesi?e the #arious prescriptions offered, nor ha#e measures of
organi?ational &uality management !een proposed for areas such as top management leadership,
training, employee in#ol#ement, and supplier management. (hile many organi?ations collect
&uality data such as defect rates, error rates, rewor cost, and scrap cost@ these are not measures
of organi?ation*wide &uality management.
This paper pro#ides a synthesis of the &uality literature !y identifying eight critical factors BareasC
of &uality management in a !usiness unit. 7perational measures of these factors are de#eloped
using data collected from 192 general managers and &uality managers of 4= di#isions of 26
companies. The measures can !e used indi#idually or in concert to produce a profile of
organi?ation*wide &uality practices. The measures are found to !e !oth #alid and relia!le. Such
measures could !e used !y decision maers in an organi?ation to assess the status of &uality
management in order to direct impro#ements in the &uality area. 5esearchers can use such
measures to !etter understand &uality management practice and to !uild theories and models that
relate the critical factors of &uality management to the organi?ationUs &uality en#ironment and
&uality performance.
According to E8ald Rametsteiner HMarFFu imula in 0--9$
+orest certification was introduced in the early 1==6s to address concerns of deforestation and
forest degradation and to promote the maintenance of !iological di#ersity, especially in the
tropics. %nitially pushed !y en#ironmental groups, it &uicly e#ol#ed as a potential instrument to
promote sustaina!le forest management BS+8C. To date a!out 121 million ha or '.2L of the
worldUs forests ha#e !een certified !y the different certification schemes created o#er the last
decade.
'2
+orest certification shares the aim of promoting S+8 with another tool, namely criteria and
indicators BC-%C for S+8. C-% sets are mainly de#eloped for the national le#el to descri!e and
monitor status and trends in forests and forest management. They also pro#ide an essential
reference !asis for forest certification standards, which set performance targets to !e applied on a
defined area. Progress in de#eloping these two different tools has !een significant.
;fter 16 years of implementation, it is e#ident that the original intention to sa#e tropical
!iodi#ersity through certification has largely failed to date. 8ost of certified areas are in the
temperate and !oreal ?one, with Europe as the most important region. 7nly around ten per cent
is located in tropical countries.
The standards used for issuing certificates upon compliance are di#erse, !oth !etween
certification schemes and within one and the same scheme when applied in different regions.
Kowe#er, they are at least e&ual to legal re&uirements and often include elements that set
actually higher standards.
(hile the &uality of actual audits of the standards is of #arying &uality, there are indications that
independent audits are an incenti#e for impro#ing forest management. ;s a #oluntary maret*
!ased tool, forest certification is depending on the a!ility to co#er the costs incurred and thus on
often*elusi#e green consumer sentiment.
5egardless of many difficulties, forest certification has !een #ery successful in raising awareness
and disseminating nowledge on a holistic S+8 concept, em!racing economic, en#ironmental
and social issues, worldwide. %t also pro#ides a tool for a range of other applications than
assessment of sustaina!ility, such as e.g. #erifying car!on sins
''
According to A. RaoufA Iulfi4ar Ali H .". DuffuaaA in /119$
8aintenance management consists of an aggregate effort to perform maintenance !y effecti#ely
utili?ing manpower and material through the application of standard procedures. %t is a comple)
and multifaceted tas. ;n e#er*growing num!er of computeri?ed maintenance management
information systems are a#aila!le on the maret to facilitate this tas. %n order to install a
computeri?ed maintenance management system, a company has two options: either to !uy or to
de#elop such a system. Ariefly descri!es the major functions of maintenance management and
suggests an instrument to e#aluate comparati#ely the a#aila!le computeri?ed maintenance
management systems.
According to !atricF Bonsson in /11N$
Presents a model of fi#e lined maintenance management components Bstrategy, human aspects,
support mechanisms, tools$techni&ues and organi?ationC. ;nalyses the present status of these
components in Swedish manufacturing firms through a sur#ey of 241 respondents. Shows that
fewer than half ha#e written maintenance strategies or computeri?ed maintenance information
systems and se#eral gi#e maintenance low status. The figures are lowest in small firms and in the
tim!er industry. Pre#enti#e maintenance at fi)ed inter#als and correcti#e maintenance are the
most common maintenance techni&ues. Kowe#er, condition monitoring is common in large paper
and chemical firms. ;lso indicates that Swedish firms ha#e not fully made maintenance a
company*wide issue, and that centrali?ed maintenance departments dominate resources in large
firms, !ut outsourcing has !ecome important in small firms. 8any of these figures are considered
not to !e optimal, !ut the a#erage firm should !e a!le to impro#e.
'1
According to M. hohetO M. !utermanO E. *il3oa in 0--0$
%ncreasing demands are made on maintenance programmes to pro#ide tools that will support
maintenance planning. ;mong of the most important parameters affecting the efficiency of
maintenance management are the precision and the relia!ility of the predicted ser#ice life BPS<C
of !uilding components. The main o!jecti#e of this study was to de#elop a methodology for the
esta!lishment of data!ases listing deterioration patterns of !uilding components !ased upon their
actual condition. The methodology consists of four steps: B1C identification of failure patterns, B2C
determination of the component performance BCPC, B'C determination of the life e)pectancy of
deterioration path B<E:PC and B1C e#aluation of the predicted ser#ice life BPS<C. The proposed
methodology can !e used for planning of maintenance acti#ities, for e#aluation of economic
implications caused !y intensi#e decay and for maintenance management.
According to A.R. %alea A H '.%.B. %eming in /0 Bune /11.$
; study was carried out of the management of safety in maintenance acti#ities in the chemical
process industry in the Netherlands. ; theoretical model of an ideal maintenance management
system incorporating safety was esta!lished and tested !y peer re#iew in fi#e companies in
different industries with high safety riss and re&uirements and good reputations for maintenance
management. The model was used to carry out a secondary analysis of a#aila!le data on
maintenance accidents. ;n audit checlist was deri#ed from the model and used to carry out in*
depth assessment of the management systems of eight companies with major ha?ard plants.
+inally, the model and audit were used to construct a &uestionnaire, which was sent to 42 major
ha?ard companies, yielding a response of 13 usa!le replies. The data from these sources is
analy?ed to indicate how and where the maintenance management systems in this industry can !e
'2
impro#ed. The main shortcomings are found in the support gi#en to middle le#els of management
in translating safety policy into an effecti#e maintenance concept and that into planning,
procedures and resource management which gi#e appropriate attention to safety.
5ecommendations are made a!out strengthening these areas with a strong maintenance
engineering function responsi!le for coordinating the incorporation of safety into design, into the
maintenance concept and planning and for the learning of lessons from incident and !readown
analysis, a function which can also contri!ute positi#ely to an economic operation of the facility.
Some general recommendations are made a!out the regulatory implications of these conclusions
According to ,a8rence Mann Br. in /11.$
Performance indicators of operational maintenance can help maintenance staff impro#e its
operations, so that the direct and indirect costs of failure processes can !e reduced. 8any papers
ha#e !een written on performance indicators for operational maintenance. Kowe#er, no
consensus on which indicators to use in a particular industry has !een reached so far. The authors
tae an industrial engineering approach to this pro!lem !y descri!ing the information system
needed to !e a!le to mae any inferences on operational maintenance performance in the process
industry. The indicators suggested focus on finding the most costly e&uipment from a
maintenance perspecti#e, the cost of the current maintenance concept and the major components
of maintenance costs. %t is emphasi?ed that standards and procedures need to !e de#eloped and
that adherence to them has to !e ensured.
'9
According to Da7id her8in in 0---
5e#iews o#erall models for maintenance management from the #iewpoint of one who !elie#es
that impro#ements can !e made !y regarding maintenance as a Econtri!utor to profitsF rather than
Ea necessary e#ilF. The reasons why maintenance is such a ECinderella functionF are largely
historical and can mostly !e o#ercome !y new information technology B%TC and its falling cost.
Progress is now !eing held up !y outdated notions of what is economically possi!le in data
ac&uisition and analysis, and failure to re#ise !asic maintenance and relia!ility concepts, some of
which are now '6 years out*of*date. %ntegrated %T permits mathematical optimi?ation of supra*
departmental management decisions, e.g. co*planning of production with maintenance,
o#erhaul$renewal of machinery and impro#ement of product performance$&uality. <ife*cycle
profit B<CPC is a fair measure of o#erall effecti#eness that emphasi?es the #alue rather than the
cost of terotechnological acti#ities.
According to D.N.!. MurthyA A. AtrensA B.A. EcclestonA 0--0$
The approach to maintenance management has changed o#er the last one hundred years. 7#er the
last few years, the 5elia!ility Engineering and 5is 8anagement .roup B5E58.C at the
"ni#ersity of >ueensland ha#e de#eloped an approach called the strategic maintenance
management BS88C approach. The paper outlines the approach and contrasts it with the current
approaches. %t then discusses the industry*uni#ersity partnership in the implementation of this
approach and the current acti#ities at the "ni#ersity of >ueensland to assist industry in the
implementation of the S88 approach.
'3
According to Ashraf +. ,a3i3 in /11.$
This paper descri!es industrial research in which the implementation of a computeri?ed
maintenance management system BC88SC was used as an effecti#e tool that supports decision
maing with the o!jecti#e of achie#ing world*class manufacturing status. Areadown trends and
performance le#els were analy?ed in a continuous impro#ement en#ironment. Critical
performance measures were then identified and these !ecame the dri#ing force for specific
!enchmaring metrics and impro#ement techni&ues which ena!led approaches to eliminate
!readown losses to !e formulated. :ata collected were analy?ed using a multiple criteria
decision maing B8C:8C methodology and the 8C:8 techni&ue was implemented into the
software in order to add #alue to the data. This ga#e increased support to decision maing and
ena!led appropriate maintenance strategies to !e implemented.
According to Dan M. #rangopol in 0--N
Cost*competent maintenance and management of ci#il infrastructure re&uires !alanced
consideration of !oth the structure performance and the total cost accrued o#er the entire life*
cycle. 8ost e)isting maintenance and management systems are de#eloped on the !asis of life*
cycle cost minimi?ation only. The single maintenance and management solution thus o!tained,
howe#er, does not necessarily result in satisfactory long*term structure performance. ;nother
concern is that the structure performance is usually descri!ed !y the #isual inspection*!ased
structure condition states. The actual structure safety le#el, howe#er, has not !een e)plicitly or
ade&uately considered in determining maintenance management decisions. This paper re#iews
the recent de#elopment of life*cycle maintenance and management planning for deteriorating
ci#il infrastructure with emphasis on !ridges using optimi?ation techni&ues and considering
'4
simultaneously multiple and often competing criteria in terms of condition, safety and life*cycle
cost. This multiple*o!jecti#e approach leads to a large pool of alternati#e maintenance and
management solutions that helps acti#e decision*maing !y choosing a compromise solution of
prefera!ly !alancing structure performance and life*cycle cost.
According to &. heutaO ,. B. <ra>e8sFi in 0--0$
Proper management of maintenance offers many companies significant potential for impro#ing
producti#ity and profita!ility. Traditional management thining regards maintenance costs as
accidental, rather than planned and controlla!le. ;dditionally, research in maintenance
management has focused on pre#enti#e maintenance and has ignored correcti#e maintenance
e#en though the latter is also considered to !e a critical acti#ity in industry. This study proposes a
decision model that could assist in a comparati#e e#aluation of alternati#e correcti#e maintenance
policies. This decision model consists of a simulation model and economic analysis. The
simulation model predicts in#entory costs and deli#ery performance of a correcti#e maintenance
policy in #arious production systems. Aased on simulation results, an economic analysis,
consisting of a net present #alue model and !reae#en models, determines the economic #alue of
alternati#e maintenance policies. ; detailed e)ample is offered to e#aluate two particular
correcti#e maintenance policies Bmachine redundancy and worer fle)i!ilityC although the
decision model can !e applied to other options. The results of the e)ample demonstrate the
decision modelUs capa!ility to assist managers in selecting the !est correcti#e maintenance policy.
'=
According to Mahesh !ophaleyA Ram <rishna Vyas IN 0-/-$
This paper endea#ors to present a classification, re#iew and analysis of the literature on Plant
8aintenance 8anagement Practices BP88PC employed in ;utomo!ile %ndustries. There is a
considera!le amount of pu!lished research a#aila!le concerning plant maintenance during the last
few decades. Similarly many research articles are a#aila!le which focuses on #arious aspects of
automo!ile industries. Kowe#er, #ery few studies focus on critical e)amination of maintenance
practices in ;utomo!ile %ndustries in particular. Kence considering the slump in automo!ile
industries in the recent times, a wide*ranging and focused re#iew is attempted here and only those
researches ha#e !een e)amined which mainly concentrates on this core aspect. Thus one of the
o!jecti#es of this literature re#iew is to in#estigate the present state of Plant 8aintenance
8anagement Practices, !ased on studies conducted in different countries and pu!lished in a
#ariety of journals o#er the past two decades. ;n e)amination of 22 pertinent research studies
ha#e shown that the pu!lications can !e grouped in two categories namely Conceptual and
Empirical 5esearch. ;n analysis of these research articles pu!lished !etween 1==6 and 2664,
re#ealed that current maintenance practices ranges from con#entional to the latest techni&ues for
optimi?ing maintenance function lie TP8, 5C8 and Proacti#e 8aintenance. These studies
focused more on maintenance pro!lem sol#ing and the main difficulties are reported along with
pro!a!le solutions. ;nother goal of the paper is to analy?e the articles !y year and type of journal
they were pu!lished in, to determine the trends in maintenance management studies and
recommend future direction for research.
16
According to I.!.. Ahu>aA B.. <ham3aA in 0--.$
Purpose O The purpose of this paper is to re#iew the literature on Total Producti#e 8aintenance
BTP8C and to present an o#er#iew of TP8 implementation practices adopted !y the
manufacturing organi?ations. %t also sees to highlight appropriate ena!lers and success factors
for eliminating !arriers in successful TP8 implementation.
Design/methodology/approach O The paper systematically categori?es the pu!lished literature
and then analy?es and re#iews it methodically.
Findings O The paper re#eals the important issues in Total Producti#e 8aintenance ranging from
maintenance techni&ues, framewor of TP8, o#erall e&uipment effecti#eness B7EEC, TP8
implementation practices, !arriers and success factors in TP8 implementation, etc. The
contri!utions of strategic TP8 programmes towards impro#ing manufacturing competencies of
the organi?ations ha#e also !een highlighted here.
Practical implications O The literature on classification of Total Producti#e 8aintenance has so
far !een #ery limited. The paper re#iews a large num!er of papers in this field and presents the
o#er#iew of #arious TP8 implementation practices demonstrated !y manufacturing
organi?ations glo!ally. %t also highlights the approaches suggested !y #arious researchers and
practitioners and critically e#aluates the reasons !ehind failure of TP8 programmes in the
organi?ations. +urther, the ena!lers and success factors for TP8 implementation ha#e also !een
highlighted for ensuring smooth and effecti#e TP8 implementation in the organi?ations.
Originality/value O The paper contains a comprehensi#e listing of pu!lications on the field in
&uestion and their classification according to #arious attri!utes. %t will !e useful to researchers,
maintenance professionals and others concerned with maintenance to understand the significance
of TP8.
11
&%A!(ER = 9
"'BE&(IV E "# (UD)
1C To identifying the physical features of all assets which re&uire maintenance.
2C To identify maintenance acti#ity and tassA defining the type of maintenance tas
Bacti#ityC to !e performed on each asset and what wor should !e done under each
acti#ity.
'C To identify the fre&uency of the tas * determining how often the acti#ities should !e
performed Bfre&uency of ser#iceC@ this is important particularly in pre#enti#e type of
maintenance.
1C To Estimate the time re&uired to complete the tas * indicating how long each tas should
tae to complete@
2C To de#elop an annual wor schedule * planning what time the maintenance wor for the
entire year should tae place@
9C To Prepare and issue a wor order * identifying what, when, where and !y whom
maintenance wor is to !e done.
3C To :etermine a Audget C determining the costs for all maintenance acti#ities !y
calculating la!or hours, material, e&uipment, and contracting costs.
12
&%A!(ER = K
1'
REER&% ME(%"D","*)
5esearch will !e more of E)plorati#e research and is the moral fi!er of the project. %n order to
!ring a!out the o!jecti#es of the Project, it will !e important to elo&uent the approach in which it
is to !e conducted, i.e. the research practice was to !e carried out in a certain framewor. Purposes
of the research are to rummage around for ac&uaintance. ;lso research defines a systematic and
organi?ed search for applica!le information on a particular topic.
%nter#iews with the managers and engineers in#ol#ed in the maintenance wor will !e carried out
and the final conclusion will !e drawn out of it. Secondly, a &uestionnaire is to !e created for
E#aluating the o!jecti#es and trends out of it.
The data was composed to attain aforementioned o!jecti#es. This data was collected as:*
!rimary Data$
Primary data will !e collected directly from the 8$s. ;shapura Golclay ltd from the daily
maintenance register and the in#entory records used in the daily maintenance in the instruments
worshops.
econdary Data$
%t consists of information that pre#iously su!sists somewhat in papers. ; manuscript is a #ery
important trustworthy and priceless !asis of information. 8any researchers mae use of this
fundamental source. 8anuscript is nothing of this imperati#e source@ !ut printed e#idence that
contains important information a!out a pro!lem or characteristic of learning. %t may !e purchased
material, journals@ company profiles company annual reports, and internal search etc. The
composed data will !e processed critically e)amined and analy?ed.
ample ize The sample si?e in total included sur#ey and inter#iews at 8$s. ;shapura Golclay ltd
DA (A & ",,E& (I "N ME(%"D
The data had !een collected !oth !y primary data collection methods as well as secondary
sources.
!R I M AR ) D A (A:*8ost of information had !een gathering through primary sources.
The method used for collecting data was &uestionnaire and inter#iews.
E & " ND A R ) D A ( A :*Secondary data was maing through we! sites related to
Emotional %ntelligence.
( "" , " # A N A , ) I $C
The statistical tools used for analysis of collected data are a#erage, percentage and
comparisons.
11
&%A!(ER = 2
12
DA(A # INDIN* AND ANA,)I
/. Do you thinF that instrument must 3e 8ell maintained to 3e safe office
8orFP
(A',E C /
&riteria #re4uency !ercentage
Yes
20 80%
No
5 20%
#INDIN*:
%t is e#ident from the a!o#e ta!le that 46L sample of respondents thin that
instrument must !e well maintained for the safe office wor and other side 26L
respondents does not agree with it.
AN A,) I$
%t is analy?ed from the ta!le that most of the employees are strongly agree that
instrument must !e well maintained for the safe office wor.
19
13
0. Do you understand that e4uipment must 3e 8ell maintained to produce
a 4uality productP
(A',E = 0
Yes
22 88%
No
3 12%
#INDIN*:
%t is e#ident from the a!o#e +indings that 44L of employees in 8$s. ;shapura
Golclay <td. agree that e&uipment must !e well maintained to produce a &uality
product and 12L employees does not agree with it in totality.
AN A,) I$
%t is analy?ed from the ta!le that most of the employees are thining that e&uipment
must !e well maintained to produce a high &uality product in the organi?ation and
for the company reputation.
14
1=
9. Do you thinF that instruments must 3e 8ell maintained to get 3est
producti7ity in the organizationP
(A',E C 9
Yes
23 92%
No
2 8%
#INDIN*:
%t is e#ident from the a!o#e ta!le that =2L of employees in 8$s. ;shapura Golclay
<td. strongly agree that instruments must !e well maintained to get !est
producti#ity in any organi?ation and an 4L employee are confused a!out the
statement.
AN A,) I$
%t is analy?ed from the ta!le that most of the employees are thining that
instruments must !e well maintained to get !est producti#ity in any organi?ation
and to adhere to the production schedules.
26
21
K. Do you understand that instruments must 3e 8ell maintained so
organization to get the lo8est product cost.
(A',E C K
Yes
19 76%
No
6 24%
#INDIN*:
It is evident from the above table that 76% of employees in 8$s. ;shapura
Golclay <td. understand that instruments must well maintained so the organi?ation
to get the lowest product cost and 21L employee does not thin lie that.
AN A,) I$
It is analyzed from the table that instrment mst be !ell maintenan"e so
or#anization to #et lo!est prod"t "ost and hen"e able to "ompetes in the
mar$et !ith hi#h %etrn on Investments &%'I()
22
2'
2. +hat do you thinF Maintenance correcti7e action is permanent fiEes 7s.
constantly fiEing recurring pro3lemsP
(A',E C 2
Yes
18 72%
No
7 28%
#INDIN*:
Golclay <td. thin that 8aintenance correcti#e action is permanent fi)es #s.
constantly fi)ing recurring pro!lems and 24L of employees do not thin lie that.
AN A,) I$
It is analyzed from the table that 8aintenance correcti#e action is permanent
fi)es the pro!lems. Aut it is also !est way to constantly fi)ing recurring pro!lems
of instrment in any or#anization !hi"h !ill reslts in hi#h otpts and %'I
to the or#anization at lar#e)
21
22
M. :E7eryone 7alues 3etter maintenance as a 8ay to impro7e 3usiness results;
it is a part of the plant@s mission and strategy. Do you agree 8ith a3o7e
statementP
(A',E C M
Yes
24 96%
No
1 4%
#INDIN*:
Golclay <td. thin$ that *veryone vales better maintenan"e as a !ay to
improve bsiness reslts+ it is a part of the plant,s mission and strate#y and
4% employees does not a#ree !ith above statement)
ANA,)I$
It is analyzed from the table that 8aintenance is that way to impro#e !usiness
result and de#eloped our organi?ation and will helps to impro#e the maret stae of
the organi?ation with the high returns on the in#estments.
29
23
N. Do you thinF that de7elopment systems co7ered from optimization of
Maintenances Management of Instruments in the organizationP
(A',E C N
Yes
16 64%
No
9 36%
#INDIN*:
%t is e#ident from the a!o#e ta!le that 91L of employees in 8$s. ;shapura Golclay
<td. thin that de#elopment systems co#ered from optimi?ation of 8aintenances
8anagement of %nstruments in the organi?ation and '9L employees does not thin
lie that.
S
AN A,) I$
%t is analy?ed from the ta!le that de#elopment systems co#ered from optimi?ation
of 8aintenances 8anagement of %nstruments in the organi?ation, more than 96L
employees agree with it.
24
2=
.. Do you 3elie7e the 3enefits to your organization of contesta3le maintenance
of instrumentsP
(A',E C .
Yes
22 88%
No
3 12%
#INDIN*:
%t is e#ident from the a!o#e ta!le that 44L of employees in 8$s. ;shapura
Golclay <td. !elie#e that the !enefit to our organi?ation of contesta!le
maintenance of instruments and 12L employees does not !elie#e on that.
AN A,) I$
It is analy?ed from the ta!le that !enefits to your organi?ation of contesta!le
maintenance of instruments which will !e results in the adherence to the production
schedules and high 57%.
96
91
1. %o8 many days after you re4uire maintaining the Instruments in M/s.
Ashapura Volclay ltd.
(A',E C 1
Weekly
2 8%
Daily
20 80%
Fortnightly
3 12
Monthly
0 0%
92
#INDIN*:
%t is e#ident from the a!o#e ta!le that 46L of employees in 8$s. ;shapura
Golclay <td. thin that the re&uired to maintain the %nstruments daily, 12L
employees thin re&uired to maintain the %nstruments fortnightly, and 4L thin
re&uired to maintain the %nstruments (eely.
AN A,) I$
%t is analy?ed from the ta!le that most of employees in 8$s. ;shapura Golclay
<td. thin that %nstruments re&uires daily maintenance to do all the production
jo!s smoothly and to adhere to the normal schedules.
9'
/-. Do you update the Daily ,og Maintenances 3ooFP
(A',E C /-
Yes
24 96%
No
1 4%
#INDIN*:
%t is e#ident from the a!o#e ta!le that =9L of employees in 8$s. ;shapura
Golclay <td. update the :aily <og 8aintenances !oo and 1L employees do
not update the :aily <og 8aintenances !oo.
91
AN A,) I$
%t is analy?ed from the ta!le that most of employees in 8$s. ;shapura Golclay
<td. update the :aily <og 8aintenances !oo.
//. Maintenance cost 0-/-C// of M/s. Ashapura Volclay ltd.
8aintenance cost for the year 2616*11 which was incurred !y the 8$S ;shapura
Golclay <td is summari?ed as
Maintenance cost 0-/-C//
8onth Cost 5s.
;pril 166131.11
8ay 242'=3.==
Dune 114246.93
Duly =2422.21
;ugust 296992.=2
Septem!er 1=6'61.21
7cto!er 2'66'2.=2
No#em!er 126413.12
:ecem!er 39416.92
Danuary 292112.34
+e!ruary '12=96.21
8arch 2'33'=.16
92
99
/0. !rocedure for Instrumentation Maintntenace !rocess #lo8 of M/s.
Ashapura Volclay ltd.
CALIBRATION
Follow the calibration
plan
Inform to production
lab in !" da#$ ad%ance
b# tel& for calibration
Allot the wor' a$ per
competence
(o the calibration a$
per procedure
Fill up calibration
report put calibration
$tic'er
If calibration i$ not
No
confirm) Then do not
u$e in$t& for an# ref&&
Inform to internal
cu$tomer
If
calibration
i$ confirm)
*end it to
production
Lab
+and O%er in$t& ,
cop# of cal& report to
Internal Cu$tomer
/9. !acFing Machine !re7enti7e chedule of M/s. Ashapura Volclay ltd.
J
r. No. &hecF !oint tatus RemarFs
61 Cali!ration
62 <oad cell setting if distur!
6' (eight Set point
61 Controller cleaning and setting
62
Dali Cleaning - Cloth replace if
re&uired
69 Solonide Gal#e Chec
63
Alac main No??le ru!!er replace if
re&uired
64 5ed 5u!!er Aig replace if re&uired
6= 5ed 5u!!er Small replace if re&uired
16
Aag Kolder cylinder ser#icing and
setting
11 Scissor Cylinder ser#icing and setting
12 Alower ;ir <ine Cleaning - Checing
1' Scissor Seting
11 Pacing Kopper <GS Checing
12 Cone setting if re&uired
19 Pacing 8$c. Cleaning
13 Aag trials Time$ !ag (eight
+orF completion time$
7perator:
(or done !y:
94
/K. Daily +orF ,og 'ooF of M/s. Ashapura Volclay ltd.
(ate -
Daily +or F ,og 'ooF *hift -
r. No !lant +orF C Description
topage
%ours
RemarFs
/2. &ali3ration Method of M/s. Ashapura Volclay ltd.
9=
&ali3rat ion Method No. /
%tem: Pacing machines
Type: 1<A7 for 22Jg, Gal#e Type Paper !ags with front deducting hood
Cali!ration range: 6*26 g
7perating range of pacing machine: 22 Jg
Step 1: +ollow the cali!ration plan for cali!ration of specified instrument. %nform in ad#ance to
internal customer for re&uired planning $ action for the cali!ration of specified instrument.
Step 2: 7pen the Pacing machine control panel. Switch 7N the power supply of panel if not
7N.
5elease the cali!ration loc. Change the :ipswitch of cali!ration from 7++ to 7N.
Step ': Press SK%+T !utton from code !utton in the initial mode and press up SK%+T !utton
twice.
Step 1: :isplay will show !lining. Then it will come C;<%A5;T%7N mode. Press ENTE5
!utton to enter in cali!ration mode.
Step 2: .o to su!menu of 9 of cali!ration for ME57 cali!ration. Chec that no??le is clean and
no weights on no??le weighing pan. Now ME57 cali!ration modes starts. Press the ENTE5
!utton. Chec that ST;A is displaying in screen. Press ENTE5 !utton. ME57 cali!ration starts.
The message PC;<%A5;T%7N A"S/I goes out when ?ero cali!ration completes. (eight
indicator will show the 66.66 Jg #alue. Press ESC;PE !utton to finish ?ero cali!ration.
Step 9: .o to su!menu of 9 of cali!ration for SP;N cali!ration. Chec no??le for cleanness and
without any weight on weighing pan. Press the ENTE5 !utton. ;gain press the ENTE5 !utton to
enter in span cali!ration. Now put the weight of 26 Jg on weighing pan. 7n indicator it should
come 26 Jg. %f not 26 Jg then enter 26 Jg in indicator !y shifting eys up $ down. (rite down
the reading showing !efore adjusting 26 Jg. ;t this time ST;A indication should !e there. The
message PC;<%A5;T%7N A"S/I goes out when span cali!ration completes. Press ESC;PE to
finish span cali!ration.
Step 3: %f weight error is not coming under acceptance criteria of 6.1 L, then repeat the a!o#e
procedure to nullify the error. Note down reading of error adjusted.
Step 4 : Cali!ration is completed. <oc the cali!ration <7CJ. Close the control panel.
36
Step =: +ill up the cali!ration report in form. Cali!ration report to !e signed !y instrument
super#isor - K7: B%nst.C. Put the cali!ration status sticer on instrument.
Step 16: Kando#er this pacing machine to production department and - inform completion of
jo!.
&ali3rat ion Method No. 0
%tem: Temperature element O5T:, Type: 2 ) Pt 166
%nstrument range: 6*126 C, Cali!ration range: 6 *126 C
internal customer for re&uired planning $ action for the cali!ration of specified instrument
Step 2: 5emo#e the 5T: from e&uipment and tae to %nstrument worshop for cali!ration.
Step ': Switch 7N the temperature !ath for cali!ration of 5T:. Put the 5T: and 8aster
thermometer in temperature !ath. Connect the 5T: terminals with 8aster multi meter. Switch
7N the multi meter measuring ohms.
Set the #arious temp setting in temp !ath starting from 22 C up to full range of 5T: in #arious
steps looing range of 5T:. Note down the temperature reading of master thermometer and
master multi meter reading in cali!ration format ;G$%8+8$61,5e#.1. Compare with standard
ohms of 5T: with ohms of master multi meter readings. See the
Chart of 5esistance #s temperature as per :%N 1'396.
Step 1: %f cali!ration 5T: readings coming under acceptance criteria of V$* 1 C then cali!ration
of 5T: is oay. %f readings are not coming under acceptance criteria then do not use this 5T: for
any application. 8ar the la!el of N7T "SE on this 5T:.
Step 2: %f cali!ration of this 5T: is oay then put the same in operation and inform to production
$ &uality department. %f 5T: is not oay then replace the 5T: with new cali!rated one.
Step 9: Switch 7++ the temperature !ath and remo#e 5T: $ 8aster thermometer from !ath. Tae
care of high temperature. Switch 7++ the multimeter.
Step 3: (rite down the cali!ration report in form. Cali!ration report to !e signed !y instrument
super#isor - K7: B%nst.C. Put the cali!ration status sticer on instrument.
Step 4 : Put the cali!rated 5T: in operation and inform to concerned department a!out
completion of jo!.
&ali3rat ion Method No. 9
%tem: Platform type weighing scale,
Tag Nos.: EA*'
%nstrument range : 6*96 Jg
Cali!ration range: 6*96 Jg
internal customer for re&uired planning $ action for the cali!ration of specified instrument
Step 2: Clean the platform*weighing pan. Switch 7N the platform scale.
Step ': ME57 C;<%A5;T%7N: Chec that 6 Jg indication is coming on indicator after cleaning
the weighing pan. ;lso chec that if load cell - weighing pan are loosed then tight the load cell
and weighing pan. %f 6 Jg is not coming than note down the reading. 7pen the indicator circuit
and adjust ME57 !y ME57 potentiometer. Now indicator should show 6 Jg. %f this is now ?ero
then ?ero cali!ration is oay otherwise turn the ?ero potentiometer again. Now if this is 6 Jg then
ME57 cali!ration is completed. Note down the indicator reading in cali!ration form no.
;G$%8$+8$6',5e#.2.
Step 1: Put the weights in #arious steps on weighing pan and note down the indicator readings in
cali!ration form.
Step 2: SP;N C;<%A5;T%7N: Put the standard 96 Jg weight on weighing pan. This should
show 96 Jg. %f this does not show 96 Jg then adjust SP;N potentiometer to gi#e indicator
reading 96 Jg. Note down the reading !efore adjustment of potentiometer. %f indicator not
showing 96 Jg then again adjust span potentiometer until its shows 96 Jg. ;fter coming 96 Jg
close the circuit of indicator. Now SP;N cali!ration is completed. Switch 7++ the platform
scale. Now remo#e weights from weighing pan in steps and note down indicator corresponding
reading in cali!ration form.
31
32
Step 9: %f weight error is not coming under acceptance criteria of 6.69 L , then repeat the a!o#e
procedure to nullify the error. Note down reading of error adjusted.
Step 3: %f cali!ration is completed, fill up the cali!ration report in form. Cali!ration report to !e
signed !y instrument super#isor - K7: B%nst.C. Put the cali!ration status sticer on instrument.
Step 4 : Kando#er this platform scale - inform completion of jo! to la!oratory department
Kando#er this platform scale to production department - inform completion of jo!.
/M. ,I( "# EG(ERNA,,) "RI*INA(ED D"&UMEN(.
Sr.
no.
5e# $
issue
no.
:ocument no.
Title .t# +eld
wit
h
1 66 ;G$P:$%8$E:$661
/anual of air
pac'er
1 K7:$
Super#.
2 66 ;G$P:$%8$E:$662 8anual of !elt weigher 1 K7:$
Super#.
' 66 ;G$P:$%8$E:$66' 8anual of
telemechani&ue ;#itar
24* G+:
1 K7:$
Super#.
1 66 ;G$P:$%8$E:$661 8anual of Eurotherm*
961 G+:
1 K7:$
Super#.
2
66 ;G$P:$%8$E:$662 8anual of air pacer
weighing controller
1 K7:$
Super#.
9 66 ;G$P:$%8$E:$669 8anual of 8agnetic
flow meter
1 K7:$
Super#.
&%A!(ER = N
,IMI (A( I"N "# (%E (UD)
The findings of the study are !ased on the information pro#ided and data pro#ided at Aangalore
only. Efforts will !e made to mae the study as accurate as possi!le, 166L accuracy cannot !e
claimed !ecause of the following reasons: *
The sample si?e to study is <imited to the 8$s. ;shapura Golclay ltd, Ahuj Jutch.
Sample to !e drawn !y >uota sampling, so the possi!ilities of sample error cannot !e
ruled out. Some of the sampling and non*sampling errors may creep into the study.
&%A!(ER = .
3'
31
&"N&,UI"N
The term PmaintenanceI means to eep the e&uipment in operational condition or repair it to its
operational mode. 8ain o!jecti#e of the maintenance is to ha#e increased a#aila!ility of
production systems, with increased safety and optimi?ed cost. 8aintenance management in#ol#es
managing the functions of maintenance. 8aintaining e&uipment in the field has !een a
challenging tas since the !eginning of industrial re#olution. Since then, a significant of progress
has !een made to maintain e&uipment effecti#ely in the field. ;s the engineering e&uipment
!ecomes sophisticated and e)pensi#e to produce and maintain, maintenance management has to
face e#en more challenging situations to maintain effecti#ely such e&uipments in industrial
en#ironment.
; maintenance strategy or option means a scheme for maintenance, i.e. an ela!orate and
systematic plan of maintenance action. +ollowing are the maintenance strategies that are
commonly applied in the plants of ;shapore.
Areadown 8aintenance or 7perate to +ailure or "nplanned 8aintenance
Pre#enti#e or Scheduled 8aintenance
Predicti#e or Condition Aased 8aintenance
7pportunity 8aintenance
:esign out 8aintenance
%t concerns in achie#ing an optimum !alance !etween plant a#aila!ility and maintenance resource
utili?ation at ;shapore. The two organi?ation structures that are common are: Centrali?ed and
:ecentrali?ed. ; decentrali?ed structure would pro!a!ly e)perience a lower utili?ation than
centrali?ed one !ut would !e a!le to respond &uicly to !readowns and would achie#e higher
plant a#aila!ility. %n practice, one may ha#e a mi) of these two. ; maintenance organi?ation can
!e considered as !eing made up three necessary and interdependent components.
1. Resources: men, spares and tools
2. Administration: a hierarchy of authority and responsi!ility for deciding what, when and
how wor should !e carried out.
'. +orF !lanning and &ontrol ystem: a mechanism for planning and scheduling the
wor and feeding !ac the information that is needed for correctly directing the
maintenance effort towards defined o!jecti#e.
+ollowing are the major functions of a maintenance department which is my finding out of this
research project:
8aintenance of installed e&uipment and facilities
%nstallations of new e&uipment and facilities
P8 tass O %nspection and lu!rication of e)isting e&uipment
C8 tass O monitoring of faults and failures using appropriate techni&ues
8odifications of already installed e&uipment and facilities
8anagement of in#entory
Super#ision of manpower
Jeeping records
;n effecti#e maintenance system includes the following elements :
8aintenance Policy
Control of materials
Pre#enti#e 8aintenance
32
Condition 8onitoring
(or 7rder
Do! planning
Priority and !aclog control
:ata recording system
Performance measurement measures or indices
8aintenance performance for a plant or an organi?ation can !e assessed through analysis of
5elia!ility, ;#aila!ility and 8aintaina!ility B5;8C plant data. 5ele#ant parameters, measures or
indices for specific plants can !e identified. The performance o#er a period of time will show if it
is impro#ing, going down or !eing sustained. This will also help in nowing how well the
o!jecti#es are !eing met. %n addition, it will guide the areas which are strong and which need to
!e strengthened. "se of computers and dedicated software will certainly help in implementing
this and the maintenance management system in general.
+inally, 8aintenance is e)pected to play e#en much !igger role in years to follow, as industries
worldwide are going through an increasing and stiff competition and increased automation of
plants. The down time cost for such systems is e)pected to !e #ery high. To meet these
challenges, maintenance has to use latest technology and management sills in all spheres of
acti#ities to perform its effecti#e role in profita!ility of the company.
39
&%A!(ER = 1
RE# EREN&E
1. ; re#iew of o#erall models for maintenance management: :a#id, B<und "ni#ersity
%nstitute of Technology, Sweden
2. 8 a in tenance Po li c y and Procedures * 2nd E d iti on !y %#an .othmale
'. 8 a in tenance Po li c y and Procedures * 2nd E d iti on !y harn joshep
1. w ww .p lan t* m a intenanc e .co m $ m a in tenanc e War ti c le s Wr c m .s h t m l
2. w ww .# icf irth.co m$ e duc a ti on $pe r cu ss ion161 * concer tJe y ! o
9. Jelly, ;nthony, E8anaging maintenance resourcesF, Autterworth*Keinemann, 2669.
3. Collacott, 5.;., E8echanical fault diagnosisF, Chapman and Kall, 1=33.
4. <e#itt Doel, EKand!oo of maintenance managementF, %ndustrial Press, 1==3.
=. (ilson ;lan, E;sset maintenance managementF, %ndustrial Press, 2662.
16. Tery (ireman, E:e#eloping performance indicators for maintenanceF, %ndustrial Press,
2662.
11. Jelly, ;nthony, E8anaging maintenance resourcesF, Autterworth*Keinemann, 2669.
12. Collacott, 5.;., E8echanical fault diagnosisF, Chapman and Kall, 1=33.
1'. <e#itt Doel, EKand!oo of maintenance managementF, %ndustrial Press, 1==3.
11. (ilson ;lan, E;sset maintenance managementF, %ndustrial Press, 2662.
12. Tery (ireman, E:e#eloping performance indicators for maintenanceF, %ndustrial Press,
2662.
33
&%A!(ER = /-
QUE(I"NNA IRE
:ear Sir$ 8adam,
% am (rupti *os8ami a student of M'A #inal )ear, as a part of my
curriculum@ % am to tae a research Project on :Analysis and optimization of
Maintenances Management of Instruments at M/s. Ashapura Volclay ltd.; To
ena!le to undertae a!o#e mentioned study, % re&uest you to gi#e your fair #iews.
/our insights and perspecti#e are important and #alua!le for my research.
!olicy on &onfidentiality$ Please feel free to gi#e your honest responses. The
confidentiality of the information pro#ided !y the respondent is completely
assured.
1. :o you thin that instrument must !e well maintained to !e safe office worX
/es No
2. :o you understand that e&uipment must !e well maintained to produce a
&uality productX
/es No
'. :o you thin that instruments must !e well maintained to get !est
producti#ity in the organi?ationX
34
/es No
1. :o you understand that instruments must !e well maintained so organi?ation
to get the lowest product cost.
/es No
2. (hat do you thin 8aintenance correcti#e action is permanent fi)es #s.
constantly fi)ing recurring pro!lemsX
/es No
9. EE#eryone #alues !etter maintenance as a way to impro#e !usiness resultsF it
is a part of the plantIs mission and strategy. :o you agree with a!o#e
statementX
/es No
3. Do you think that development systems covered from
optimization of
8aintenances 8anagement of %nstruments in the organi?ationX
/es No
4. :o you !elie#e the !enefits to your organi?ation of contesta!le maintenance
of instrumentsX
/es No
3=
=. Kow after you re&uire to maintain the %nstruments in 8$s. ;shapura Golclay
ltd.
(eely :aily fortnightly
8onthly
16. :o you update the :aily <og 8aintenances !ooX
/es No
46

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