Project Scheduling and Maintenance Management: Industrial Engineering (MEC 441)
Project Scheduling and Maintenance Management: Industrial Engineering (MEC 441)
Project Scheduling and Maintenance Management: Industrial Engineering (MEC 441)
Maintenance Management
Unit 6
2. Weekly schedule
3. Daily schedule
Long Term (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.
Maintenance Strategies
Maintenance Strategy is an approach which
aims at maintaining the current market share of
a product or brand, with continuous but limited
investment in marketing, especially in low share
or stagnant markets.
Why use maintenance strategies?
• Large amount of life-cycle cost are allocated
to maintenance activities
• Reliability has a significant economical role so
condition management is important
• Business area is more difficult because of
regulations and competition
• Extend lifetime of the system components or
prolong the period between repairs
Maintenance Strategies
• CM - Corrective Maintenance
– Corrective maintenance actions in case of a
fault in order to return to normal condition
– Run to failure: inspections aren’t
performed. Replacement is done when
component fails.
• TBM - Time Based Maintenance
– Age replacement
– Periodic inspections
– Sequential inspections
• CBM - Condition Based Maintenance
– Continuous inspection
– Component is replaced when it doesn’t fill
the requirements
• RCM - Reliability Centered Maintenance
– Systematic approach for identifying
effective and efficient preventative
maintenance tasks for items in accordance
with a set of specific procedures and for
establishing intervals between maintenance
tasks
– Selects the maintenance strategy to be
used (CM, TBM, CBM)
Typically used Strategies
• Scheduled Maintenance
– Big spread in reported maintenance intervals and
durations ( generators, transformers, breakers)
– Preventive maintenance strategy
– Time intervals are based on probabilities
• Predictive (as needed) maintenance
– Use of periodic inspections (transformers) and
continuous monitoring (generators)
• Reliability-Centered Maintenance (RCM)
Probabilistic Models
– Based on number estimations of system
components
– Block diagrams, fault trees, Markov models, Monte
Carlo simulation etc.
Total Productive Maintenance
• Total Productive Maintenance (TPM) is
both
– a philosophy to permeate throughout an
operating company touching people of all levels
– a collection of techniques and practices
aimed at maximizing the effectiveness (best
possible return) of business facilities and processes
TPM Philosophy
It is a Japanese approach for
• Creating company culture for maximum
efficiency
• Striving to prevent losses with minimum
cost
– Zero breakdowns and failures, Zero
accident, and Zero defects etc
• The essence of team work (small group
activity) focused on condition and
performance of facilities to achieve zero
loss for improvement
• Involvement of all people from top
management to operator
Reasons of TPM
1. It guarantees dramatic results
(Significant tangible results)
• Reduce equipment breakdowns
• Minimize idle time and minor stops
• Less quality defects and claims
• Increase productivity
• Reduce manpower and cost
• Lower inventory
• Reduce accidents
2. Visibly transform the workplace (plant
environment)
• Through TPM, a filthy, rusty plant covered in oil
and grease, leaking fluids and spilt powders
can be reborn as a pleasant and safe working
environment
• Customers and other visitors are impressed by
the change
• Confidence on plant’s product increases
3. Raises the level of workers knowledge and
skills
As TPM activities begin to yield above concrete
results, it helps:
• The workers to become motivated
• Involvement increases
• Improvement suggestions proliferate
• People begin to think of TPM as part of the job
TPM Policy and Objectives
• To maximize overall equipment effectiveness
(Zero breakdowns and failures, Zero accident, and
Zero defects etc) through total employee
involvement
• To improve equipment reliability and
maintainability as contributors to quality and to
raise productivity
• To aim for maximum economy in equipment for
its entire life
• To cultivate equipment-related expertise and skills
among operators
• To create a vigorous and enthusiastic work
environment
TPM Corporate Policy
• To aim for world-class maintenance,
manufacturing performance and quality
• To plan for corporate growth through business
leadership
• To promote greater efficiency through greater
flexibility
• Revitalize the workshop and make the most of
employee talents
8 Major Pillars of TPM
Pillar 1: 5 S
TPM starts with 5S. Problems cannot be clearly seen when
the work place is unorganized. Cleaning and organizing the
workplace helps the team to uncover problems. Making
problems visible is the first step of improvement.
Target :
• Zero equipment failure and break down.
• Improve reliability and maintainability by 50 %
• Reduce maintenance cost by 20 %
• Ensure availability of spares all the time.
Six steps in Planned maintenance :
• Equipment evaluation and recoding present status.
• Restore deterioration and improve weakness.
• Building up information management system.
• Prepare time based information system, select
equipment, parts and members and map out plan.
• Prepare predictive maintenance system by
introducing equipment diagnostic techniques and
• Evaluation of planned maintenance.
Pillar 5: Quality Maintenance
It is aimed towards customer delight through highest quality
through defect free manufacturing. Focus is on eliminating
non-conformances in a systematic manner, much like
Focused Improvement. We gain understanding of what parts
of the equipment affect product quality and begin to
eliminate current quality concerns, then move to potential
quality concerns. Transition is from reactive to proactive
(Quality Control to Quality Assurance).
QM activities is to set equipment conditions that preclude
quality defects, based on the basic concept of maintaining
perfect equipment to maintain perfect quality of products.
The condition are checked and measure in time series to
very that measure values are within standard values to
prevent defects. The transition of measured values is
watched to predict possibilities of defects occurring and to
take counter measures before hand.
Policy :
• Defect free conditions and control of equipments.
• QM activities to support quality assurance.
• Focus of prevention of defects at source
• Focus on poka-yoke. ( fool proof system )
• In-line detection and segregation of defects.
• Effective implementation of operator quality
assurance.
Target :
• Achieve and sustain customer complaints at zero
• Reduce in-process defects by 50 %
• Reduce cost of quality by 50 %.
Pillar 6: Training
It is aimed to have multi-skilled revitalized employees whose
morale is high and who has eager to come to work and
perform all required functions effectively and independently.
Education is given to operators to upgrade their skill. It is not
sufficient know only "Know-How" by they should also learn
"Know-why". By experience they gain, "Know-How" to
overcome a problem what to be done. This they do without
knowing the root cause of the problem and why they are
doing so. Hence it become necessary to train them on
knowing "Know-why". The employees should be trained to
achieve the four phases of skill. The goal is to create a
factory full of experts. The different phase of skills are
Phase 1 : Do not know.
Phase 2 : Know the theory but cannot do.
Phase 3 : Can do but cannot teach
Phase 4 : Can do and also teach.
Policy :
• Focus on improvement of knowledge, skills and
techniques.
• Creating a training environment for self learning
based on felt needs.
• Training curriculum / tools /assessment etc
conductive to employee revitalization
• Training to remove employee fatigue and make work
enjoyable.
Target :
• Achieve and sustain downtime due to want men at
zero on critical machines.
• Achieve and sustain zero losses due to lack of
knowledge / skills / techniques
• Aim for 100 % participation in suggestion scheme.
Steps in Educating and training activities :
• Setting policies and priorities and checking present
status of education and training.
• Establish of training system for operation and
maintenance skill up gradation.
• Training the employees for upgrading the operation
and maintenance skills.
• Preparation of training calendar.
• Kick-off of the system for training.
• Evaluation of activities and study of future approach.
PILLAR 7: OFFICE TPM
Office TPM must be followed to improve productivity,
efficiency in the administrative functions and identify
and eliminate losses. This includes analyzing processes
and procedures towards increased office automation.
Office TPM addresses twelve major losses. They are
• Processing loss
• Cost loss including in areas such as procurement,
accounts, marketing, sales leading to high inventories
• Communication loss
• Idle loss
• Set-up loss
• Accuracy loss
• Office equipment breakdown
• Communication channel breakdown, telephone and
fax lines
• Time spent on retrieval of information
• Non availability of correct on line stock status
• Customer complaints due to logistics
• Expenses on emergency dispatches/purchases