Maintenance Management

Maintenance Management

• Maintenance management is
– A systematic approach to upkeep of resources
– Using decision making tools
– To improve the efficiency and effectiveness of the operating System
• Important Decisions in Maintenance Management include:
– Should we repair a machine or replace it with a new one?
– Should we do preventive maintenance of the available resources as opposed to reacting
to breakdowns occurring in the system?
– At what frequency should preventive maintenance be done and what is the cost
implication of the decision?
– Can we assure a certain level of system availability? What factors influence system
availability?
– Are there any lessons to be learnt from the recent success of Japanese approaches to
maintenance management?
 Maintenance Management

• Maintenance & Aggregate Production Planning

– Scheduling of maintenance activities interacts closely with APP
exercise in an organisation
• Maintenance & Operations Scheduling
– One of the key assumptions in scheduling is the extent of availability
of resources for operations . Maintenance function determines how
well the assumptions about resource availability are made and how
reliable the assumptions are
• Maintenance & Quality Control
– A good maintenance management could contribute significantly to
quality assurance and vice versa
 brutal Cycle of Maintenance
Reduced emphasis on maintenance
due to availability of more than one
machine
No significant
Multiple resources
impact on resources
available centrally
availability initially
 

Build additional
capacity in the
system

Maintenance
of resources
Identify further neglected
Bottleneck resources
 
Resources availability
begins to drop
drastically
 Bath Tub Curve
Failure rate of equipment over its life cycle
Failure Rate

Time
Infant Useful Life Period (Constant failure rate) implication Wear Out
Mortality Phase
Phase
 Maintenance Management
Performance Metrics
• Equipment breakdowns
– Breakdowns can be measured in terms of the frequency and the
severity
• Mean Time Between Failure (MTBF)
– MTBF is the expected time of the arrival of a failure
• Mean Time to Repair (MTTR)
– MTTR is the expected time for restoring the equipment back to
the working condition
• Availability
– Availability is defined, as the fraction of the time the equipment
is available for productive use

MTBF
At 
( MTBF  MTTR )
 Effective Maintenance Management
Some requirements

• Equipment Catalogue
• Maintenance Policy & Manual
• Troubleshooting Mechanisms
• Fault Tree Analysis
• Maintenance Information System
– Equipment History Cards
 Maintenance Management
Alternatives

• Routine Inspection
• Preventive Maintenance
• Condition Monitoring
• Breakdown Maintenance
• Planned Shutdown/Major Overhauls
• Equipment Replacement
 Breakdown Vs Preventive Maintenance
Trade-offs

Cost of
Total PM
Cost
Cost of Maintenance

Cost of
BD

Level of PM activity
 Maintenance Alternatives
Implications
Equipment
Replacement
Major
Overhaul
Breakdown
Cost of maintenance

Maintenance

Predictive
Maintenance
Preventive
Maintenance
Routine
Inspection

Little Substantial
Impact on the equipment’s working condition
 Preventive Maintenance Policy
Optimal PM Cycle

CPM = Average cost of preventive maintenance for one unit of the equipment
CBD = Average cost of a breakdown maintenance for one unit of the equipment
M = Number of units of the equipment requiring maintenance
n = Number of periods in the planning horizon
pi = Probability of breakdown in the ith period after
preventive maintenance
Bi = Number of breakdowns during a PM cycle of duration “i”

B1 = M * p 1
B2 = M * (p1 + p2) + B1 * p1
Bi = M * (p1 + p2 + p3 + . . . + pi)
+ B1 * pi-1 + B2 * pi-2 + . . . + Bi-1 * p1
Cost of preventive maintenance for a PM cycle of “i” = M * CPM

Cost of breakdown maintenance for a PM cycle of “i” = Bi * CBD

 Preventive Maintenance Policy
.
Cost of preventive maintenance per sewing machine = Rs. 300/-
Cost of breakdown maintenance per sewing machine = Rs. 950/-

MTBF for one sewing machine = 3.45

Probability months.
Month of
(a) * (b)
following PM breakdown
In other words, the number of
(a) (b)
breakdowns for one machine per
1 0.10 0.10 month = 1/3.45.
2 0.15 0.30
3 0.30 0.90 For 200 machines, the number of
breakdowns every month = 200/3.45
4 0.20 0.80
= 57.97
5 0.15 0.75
6 0.10 0.60

Sum 3.45

The cost of pure breakdown maintenance policy = 57.97 * 950 = Rs. 55, 072/-
 Preventive Maintenance Policy

Cost of preventive maintenance per sewing machine = Rs. 300/-

Cost of breakdown maintenance per sewing machine = Rs. 950/-

B1 = M * p1 = 200 * 0.10 = 20
B2 = M * (p1 + p2) + B1 * p1 = 200 * (0.10 + 0.15) + 20 * 0.10 = 52

Cost of maintenance (per month)

PM BD Mtce. PM Mtce. Total cost
No. of BDs Total of
Cycle cost cost of Mtce. PM BD
the two
1
2
3
4
5
6
 Preventive Maintenance Policy

Cost of preventive maintenance per sewing machine = Rs. 300/-

Cost of breakdown maintenance per sewing machine = Rs. 950/-

B1 = M * p1 = 200 * 0.10 = 20
B2 = M * (p1 + p2) + B1 * p1 = 200 * (0.10 + 0.15) + 20 * 0.10 = 52

Cost of maintenance (per month)

PM BD Mtce. PM Mtce. Total cost
No. of BDs Total of
Cycle cost cost of Mtce. PM BD
the two
1 20.00 19,000.00 60,000.00 79,000.00 60,000.00 19,000.00 79,000.00
2 52.00 49,400.00 60,000.00 109,400.00 30,000.00 24,700.00 54,700.00
3 118.20 112,290.00 60,000.00 172,290.00 20,000.00 37,430.00 57,430.00
4 175.62 166,839.00 60,000.00 226,839.00 15,000.00 41,709.75 56,709.75
5 234.89 223,147.40 60,000.00 283,147.40 12,000.00 44,629.48 56,629.48
6 298.69 283,757.59 60,000.00 343,757.59 10,000.00 47,292.93 57,292.93

The optimal PM cycle for the garment manufacturer is 2 months

 Equipment Replacement
Decision Tree
la ce
Rep

B
l ace Ove
p rha
Re u l

1 A
l ace
Ov p
er Re
ha
ul
C
Ov
er
ha
ul

New After After End of

2 Yrs 4 Yrs 6 Yrs
 Spare Parts Management
• Types of Spares
– Capital Spares
– Insurance Spares
– Rotable Spares
– Maintenance Consumables
• Use of Queueing Theory models for spare
parts planning
• VED Classification of spare inventory
 Spare Parts Planning
Insurance Spares

Cu = The per unit cost of the spare

Cs = The per unit cost of shortage of the spare
S = The per unit salvage value of the spare
N* = Optimal number of units to be stocked
Pi = The probability that the demand for the spare is “i” units

TC(N) = Total costNof stocking “N” insurance

 spares
TC ( N )  Cu * N  S  P * ( N  i)  C  P * (i  N )
i 0
i s
i  N 1
i

The optimal number of spares to be stocked can be identified by checking the following pair
of equation for alternative values of N from 0.
TC ( N  1)  TC ( N )  0
TC ( N  1)  TC ( N )  0
N * 1 N*
C s  Cu
The optimal number of spares to stock is given by: 
i 0
Pi 
Cs  S
 P
i 0
i
 Rotable Spares Parts Planning
A queueing theory representation

Failed spares
waiting for Maintenance of
Maintenance spares

Spares in use Reconditioned

in equipment Spare ready
for use
Maintenance Consumables
Service Level

A B C
V 95% 97% 99%
E 90% 92% 95%
D 85% 90% 95%
 Total Productive Maintenance (TPM)
• Total Productive Maintenance (TPM)
– An alternative approach to equipment maintenance that seeks
to achieve zero breakdowns and zero defects
– A successful blend of preventive maintenance ideas with the
philosophy of TQM
– Based on the three ideas
• Yaruki – Motivation
• Yarude – Competency
• Yaruba – Work Environment
• As of 2004, 65 PM prizes have been awarded to various
divisions of Indian companies for excellence in TPM
practice
 Overall Equipment Effectiveness (OEE):
Performance Metric for TPM

Theoretical Cycle Time * Actual Output

Performance Efficiency  * 100
Operating Time

Actual Output  Defects

Quality Rate  * 100
Actual Output

Overall Equipment Effectiveness =

Availability * Performance Efficiency * Quality Rate
 OEE & Six big losses
1. Breakdown
Downtime
Losses
2. Setup & Adjustment

3. Idling & Minor Stoppage

Speed
4. Reduced Speed Losses

5. Defect & Rework

Quality
Losses
6. Startup
 TPM Methodology
• Establishing a thorough system of preventive maintenance for the
equipment’s entire life span
• Implementation of TPM by various departments including
Engineering, Operations and Maintenance
• Involvement of every single employee from top management to
workers on the shop floor
• Promoting preventive maintenance through a system of
motivation management by creating autonomous small group
activities for maintenance