______________________________________________

Failure Pattern of Equipment

• The above parameters of the equipment life cycle are the essential requirements for
the prediction of system reliability.
• Before developing any reliability model it is essential to carry out failure
[
data analysis. Failure analysis is the process of collecting and analyzing data to determine
the cause of a failure. It is an important discipline in many branches of manufacturing industry,
where it is a vital tool used in the development of new products and for the improvement of
existing products. It relies on collecting failed components for subsequent examination of the
cause or causes of failure using a wide array of methods]

• This can be done from the available failure data of the components/equipment.
• It will help to develop a reliability model effectively.

Reliability Model
• The most important consideration in reliability evaluation is the development of a
reliability model based on the failure and/ or repair behaviour of the functional units of
the system under study.

• Usually the functional units are put together in a block diagram to constitute a series
and/or parallel model.

• The basic reliability equation for a single unit operating in the useful life period where
the failure rate is constant, is given by

R(t) = e –λt
where,
λ is the failure rate
R(t) is the probability that the unit will continuously perform its intended function in the
time interval 0-t.

• In case, the units are connected in series, the product of the individual unit reliabilities
gives the reliability of the system. Thus,

RS = nΠ i=1 Ri = e to the power of (- nƩ i-1 λ i t)

• The unreliability of the series system is

F=1-R

• The case of the parallel redundant units is dealt with in a different manner because the
system remains partially operative even if one of the units is working well.
• In this case the reliability of the system is evaluated as follows in terms of the products
of the individual unit unreliability:

F = nΠ i=1 Fi and, R = 1 – F

• Therefore,

R = 1 - nΠ i=1 (1 - e –λ i t)

• The general assumptions in the reliability evaluation model include

that:
– The units are independent.
– The failure of one unit does not influence the other units.
– The probability of occurrence of failure of two or more units simultaneously is
negligible.
– The time during which a unit is replaced by an identical unit is neglected.
– Each unit has an exponential failure distribution curve.
– The failure rate is constant during the useful life of a unit.
– The reliability of a unit at t = 0 is unity and it thereafter decays exponentially
with time.
– The probability of a unit failing in the useful life period is attributed to chance
failure.
– The maintenance outage of a unit is considered as the unit failure.

Reliability Application

Reliability Evaluation

Reliability Assessment models

Series Reliability Model

• In this model, the components are arranged in series and the success of the
system depends on the success of all its components.

• In this configuration, the failure of any component puts the complete systems
in down position.

• Consider the reliability model shown in Figure below in which n components

having reliabilities as R1, R2.....Rn are connected in series.

Input →Output

• The reliability of the complete system would be

Rs = R1 * R2 * R3 * ….. * Rn
= nΠ i=1 Ri
Parallel Reliability model

• In this model, the system can be partially operative even if some of its components are
in the failed state.

• Let RI, R2, . Rn be the reliabilities of n different units used in the system as shown in
Figure.

• Then the product law of unreliability can calculate the total system
reliability as:

RS = 1 - nΠ i=1(1 - Ri)

= 1 - nΠ i=1(1 - e –λit)

Input→ → Output

Series – Parallel Reliability model

• In practice, more complex configurations exist where components are arranged in

series and parallel.

• The reliability structure of such a complex system is decomposed into simpler

structures through successive application of the conditional probability theorem.
[It is the probability of an event, assuming a particular set of circumstances. More formally, a
conditional probability is the probability that event A occurs when the sample space is limited
to event B]
• The technique starts with the selection of a key component, which appears to bind
together the overall probability structure, and the reliability may then be expressed in
terms of the key components as shown in Figure.

Input Output

• The reliability of the system can be determined from the failure probability of the above
arrangement as a consequence of

R + F = 1, or R = 1 — F

• Considering the above arrangement, let R1, R2, R3, and R4 be the reliabilities of units
1, 2, 3, and 4 respectively.

• Failure of R1, R2 is expressed as (1— probability of reliability).

• Thus,

Failure of R1,R2 = 1 – R1R2

Failure of R3,R4 = 1 - R3R4

and,

RS = 1 – (1 – R1R2)(1 – R3R4)

• The above relation can be simplified as

RS = e -(λ1 + λ2) + e -(λ3 + λ4) - e -(λ1 + λ2 λ3 + λ4)

Input Output
Maintenance Performance Evaluation

Introduction
• Maintenance performance evaluation is an essential step to effect improvement in the
maintenance planning, organizing and control.

• The evaluation can be made on the following factors:-

– Plant Availability
– Cost of Maintenance
– Effectiveness of Maintenance Planning
– Frequency of break downs/MTTF
– MTTR/Mean Time to Repair
– MWT/Mean Waiting Time

Analysis of Plant Availability

• This is essentiality to know the overall effectiveness of the maintenance.

• In most of capital intensive industries, the plant availability is the most important factor
as low availability means heavy down-time losses.
• Hence the achievement of maintenance objectives are to be reflected by the plant
availability achieved.
• Plant Availability can be plant-wise or major equipment wise to draw the attention of
higher levels of management for maintenance decision making.

Analysis of cost of maintenance

• This analysis is helpful to assess the cost effectiveness of the maintenance system.
• This also helps in maintenance budgeting and cost control.
• Cost of maintenance as a ratio of the value of plant and equipment measured year to
year basis will bring out the facts whether cost control measures are required to be
undertaken immediately or not.
• Such an analysis equipment wise will indicate whether the equipment can be replaced
by a new/another equipment.
Analysis on Effectiveness of Maintenance Planning

• The effectiveness of planning is assessed by the following :

– Labour hours on scheduled maintenance / Total labour hours on maintenance
(or)
– Total down time due to scheduled maintenance / Total down time due to
maintenance
• Higher the above ratio more effective is maintenance planning.
• But at the same time plant availability also should have been improved.

Frequency of break-downs / MTTF

• Frequency of breakdowns of mean time of failure reflects on the plant condition. [MTBF
(mean time between failures) is the expected time between two successive failures of a system. MTTF
(mean time to failure) is the expected time to failure of a system]
• Increase in the frequency of break will help the management identify the causes of the
failures and take remedial measures to reduce the frequency of such failure.
• This is termed as design-out maintenance.
• This analysis, year to year basis, will indicate the effectiveness of design out
maintenance action.

Analysis of MTTR

• Mean Time To Repair or MTTR reflects on the improvements in design & modification
of plant by which the time required an equipment is reduced.
• This also will indicate efficiency or the skill of the people who carry out the repair jobs.
MTTR is computed as follows:
– Total repair time in hours / No. of break-downs

[The total corrective maintenance time / the total number of corrective

maintenance actions, during a given period of time]
Analysis of mean waiting time (MWT)

• Mean Waiting Time is part of the down time indicating the mean down-time lost in
waiting for materials or labour for attending to a break down.
• Mean waiting Time is the ratio of Total Machine Hours lost due to waiting for materials
or labour to the total number of breakdowns.
• Increased MWT will help the management in identifying the areas for improvement
such as organizing of trade force or improving the stores systems & procedures or
improving the spare part control systems.

Conclusion
• Though there are many factors suggested as a tool for maintenance performance
evaluation, it is very essential to choose only such factors which are quite relevant, easy
to generate necessary data and easy to interpret the results and monitor the
maintenance, planning, organizing and control activities.

Priel’s indices of maintenance effectiveness

•The following chart shows the failure history of a machine. Determine its MTBF.

Failure Time Cause wise duration of failure

event (minutes)
1 2 3 4 5
1 8.30 5
2 9.40 15
3 11.15 10
4 13.30 30
5 15.20 8
6 22.00 12

•There are five intervals of failure. The durations are given as:
•8.30~9.40 = 70minutes
•9.40~11.15 = 95 minutes
•11.15~13.30 = 135 minutes
•13.30~15.20 = 110 minutes
•15.20~22.00 = 400 minutes
•Thus, the total time between failures is 810 minutes.
•Therefore, MTBF = 810 / 5 = 162 minutes

Maintenance Performance indices

What is a Key Performance Indicator?

• Each KPI is a measurement of performance.

• An example is “How long does it take to do this task”?
• That question might be equivalent to “How many times does the employee perform
this task in a week”?
• The performance must be measured against a standard.
– It is not enough to know that it takes an hour; should it realistically only take 35
minutes, or does a thorough job really need three hours?
• Many things might be measured, but not all are helpful.
• One shop may measure performance against schedule, so “all scheduled
maintenance is completed without overtime” becomes the gold standard.
• However, that achievement might come at the cost of padded estimates and hiring
extra staff to be sure there the schedule is met.
– Is this really the important metric?
– This should be restated as “scheduled maintenance tasks run no more than 5% over
the performance standard”, with realistic but demanding standards.
What is a Key Performance Indicator? -Example

• Let’s say that the standard scheduled preventative maintenance for one machine
involves replacing a few inexpensive parts.
• A non-factory example would be changing the oil and filter in an automobile.
• This particular maintenance task will always require those items, so there should
be little reason to track the materials cost separately. (A computerized system
might note those as standard costs, or capture the reduction in inventory anyway).
• But in a manual KPI system, capturing the cost of these consumables might not be
very helpful.
•By contrast, if the maintenance task has a number of expensive discretionary
parts, then it would be very important to track what was used.
• Not only should the variable costs be monitored, but if more parts than normal
need to be replaced, then that might indicate a larger problem to be resolved.

The Key to “Key” is the Trigger for Action

• The important question is: if the KPI is not achieved, would that trigger some corrective
action?
• If management were to ignore the situation, then it is not a “key” indicator.
• Conversely, if “something has to be done about it”, then “it” should be measured in a
KPI.
Benefit of using KPI in Maintenance

• The significant benefit of tracking KPIs is that missing the standard signals the need
for change.
• For example, say that there is a standard for addressing a noncritical but unscheduled
work orders. (The machine is still functioning, but the operator has a concern and wants
it checked before the next scheduled maintenance cycle).
– A typical KPI would be that 80% of such work orders should be completed within 5
days.
– In the monthly review, if only 65% of such work orders were completed in that time
frame, then management must take remedial action. (The analysis might find problems
such as: a lack of spare parts; scheduling conflicts because of illness, other emergency
repairs, or a large pre-scheduled maintenance project. The specific problem would then
be addressed).
• Another benefit is that the maintenance workers will have clear guidance on the
standards they should meet.
• This should allow them to do their jobs well, without being rushed into making
mistakes.
• At the same time, they know the level of performance that they have to meet.
• If the front-line production employees know the standards expected in the KPIs, they
will be less likely to “talk aloud” and overstate problems in order to get attention.
Typical Examples of KPIs in Maintenance

• This is a brief list of some of the best KPIs for factory maintenance programs:
– Labour time for specific scheduled maintenance tasks
– Cost of maintenance and repair against depreciated capital cost, per machine
– Cost of maintenance and repair against productive value (number of units or sales
value, per machine
– Failure avoidance, failure frequency, or mean time between failure (MTBF): a
worsening in any of these measurements may indicate that scheduled maintenance
should be increased or improved.
– Meeting the target response times to begin or complete unscheduled repairs
– Completing scheduled maintenance tasks within the standard time
– Track unexpected outages and costs by work order; by machine; by department
– Overall Equipment Efficiency (or “effectiveness”) measure:
• the machine’s percentage of availability when it is scheduled to be working (“uptime”);
• its percentage of peak output achieved when running;
• its quality as the percentage of non-defective outputs; and
• possibly the load percentage compared to the number of hours the factory is working
– Percentage planned maintenance versus the percentage of emergency repair work.

The Costs of tracking KPIs

• Every activity such as KPI comes with a price: someone has to take the time to log the
activity, and then summarize the data and review it with management.
• A CMMS (computerized maintenance management system) can help by tracking work
orders, parts, labour and schedules.
– These functions are all available in a typical CMMS, and the maintenance manager should
ensure that it is used consistently so it can capture all the data.

Summary of a maintenance KPIs and world class level achieved

Quality Circles – A Kaizen concept

• The idea of Kaizen was introduced by JICA to the Institute of Technology (IoT),
National University of Samoa as part of the IoT's continuous improvement and effective
maintenance of its resources and assets.
• Kaizen is a Japanese term which can be interpreted as 'continuous improvement' by
developing efficient systems which REDUCE wasted time, wasted resources, wasted
space, wasted energy.
• One of the key areas of the Kaizen I is the introduction of Quality Circles (QCs).

Quality Circles – A Kaizen concept

• An organisation may identify 4-5 different areas which require continuous monitoring
and improvement.
• Each area may be allocated to a group (from members of the organisation) which is
called Quality Circle 1, 2, 3 etc, depending on the number of areas identified.
• The Quality Circles should have a common objective of working for the success of
their project in the area being allocated to them.
– These areas may be called Kaizen activities. Membership of each QC is on a
voluntary basis.
• The following are suggested steps in forming a Quality Circle:
– inform staff of the Kaizen activities
– explain the concept and the advantages of Kaizen activities
– divide the staff into small groups - Quality Circles
– discuss & analyse problems identified in each area by QCs
– recommend possible solutions by QCs
– prepare implementation plans
– write a proposal in implementing plans
– all QCs to meet twice a year to present progress of Kaizen activities
– reward QC with the best effort in achieving their objectives
TPM Implementation Stages
Step A - PREPARATORY STAGE

• STEP 1 - Announcement by Management to all about TPM

introduction in the organization:

– Proper understanding, commitment and active involvement of the top management in

needed for this step.
– Senior management should have awareness programmes, after which announcement
is made.
– Decision the implement TPM is published in the in house magazine, displayed on the
notice boards and a letter informing the same is send to suppliers and customers.

• STEP 2 - Initial education and propaganda for TPM:

– Training is to be done based on the need.
– Some need intensive training and some just awareness training based on the
knowledge of employees in maintenance.

• STEP 3 - Setting up TPM and departmental committees:

– TPM includes improvement, autonomous maintenance, quality maintenance etc., as
part of it. When committees are set up it should take care of all those needs.

• STEP 4 - Establishing the TPM working system and target:

– Each area/work station is benchmarked and target is fixed up for achievement.

• STEP 5 - A master plan for institutionalizing:

– Next step is implementation leading to institutionalizing wherein TPM becomes an
organizational culture.
– Achieving PM award is the proof of reaching a satisfactory level.

STEP B - INTRODUCTION STAGE

• A small get-together, which includes suppliers and customer’s participation, is
conducted.
• Suppliers as they should know that we want quality supply from them.
• People from related companies and affiliated companies who can be our customers,
sisters concerns etc. are also invited.
• Some may learn from us and some can help us and customers will get the message
from us that we care for quality output, cost and keeping to delivery schedules.

STAGE C - IMPLEMENTATION

• In this stage eight activities are carried which are called eight pillars in the
development of TPM activity.
• Of these
– four activities are for establishing the system for production efficiency,
– one for initial control system of new products and equipment,
– one for improving the efficiency of administration and
– other are for control of safety, sanitation as working environment.

STAGE D - INSTITUTIONALISING STAGE

• By now the TPM implementation activities would have reached maturity stage.
• Now is the time to apply for PM award.
Difficulties faced in TPM implementation

• One of the difficulties in implementing TPM as a methodology is that it takes a

considerable number of years.
• The time taken depends on the size of the organization.
• There is no quick way for implementing TPM.
• This is contradictory to the traditional management improvement strategies.
• Following are the other difficulties faced in TPM implementation.
• Typically people show strong resistance to change.
• Many people treat it just another “Program of the month ” without paying any focus
and also doubt about the effectiveness.
• Not sufficient resources (people, money, time, etc.) and assistance provided
• Insufficient understanding of the methodology and philosophy by middle
management
• TPM is not a “quick fix ” approach, it involve cultural change to the ways we do
things
• Departmental barrier existing within Business Unit
• Many people considered TPM activities as additional work/threat.

Conclusion

• Today, with competition in industry at an all time high, TPM may be the only thing that
stands between success and total failure for some companies.
• It has been proven to be a program that works. It can be adapted to work not only in
industrial plants, but also in construction, building maintenance, transportation, and in a
variety of other situations.
• Employees must be educated and convinced that TPM is not just another “Program of
the month " and that management is totally committed to the program and the extended
time frame necessary for full implementation.
• If everyone involved in a TPM program does his or her part, an unusually high rate of
return compared to resources invested may be expected.

Total Productive Maintenance (TPM)

• The Indian Industry is facing a severe global competition and hence many
companies are finding it very difficult to meet the bottom line.
• The past decade has transformed the definition of Market Price, which was based
on simple assumption under the monopolistic condition as given below:
Production cost + Profit = Market price
• However, under the present scenario where all are facing the domestic/global
competition, the above definition does not hold good & simply got transformed
into:
Market prices - Production Cost = Profit
• Although the above two equations mathematically look to be the same, the
difference is obvious as in the present scenario.
• The customer who has become quite demanding with respect to cost, quality &
variety determines the market price.
• The current economic environment automatically brings tremendous pressure on
optimizing the Production cost & for survival of the unit also.
• TPM meets the challenge & provides an effective program in terms of increased
plant efficiency & productivity.
• In today’s industrial scenario huge losses/wastage occur in the manufacturing shop
floor.
• This waste is due to
– operators,
– maintenance personnel,
– process,
– tooling problems and
– non-availability of components in time etc.
• Other forms of waste includes
– idle machines,
– idle manpower,
– break down machine,
– rejected parts etc are all examples of waste.
• The quality related waste are of significant importance as they matter the company in
terms of
– time,
– material and
– the hard earned reputation of the company.

• There are also other invisible wastes like

– operating the machines below the rated speed,
– start up loss,
– break down of the machines and
– bottle necks in process.
• Zero oriented concepts such as zero tolerance for waste, defects, break down and
zero accidents are becoming a pre-requisite in the manufacturing and assembly
industry.
• In this situation, a revolutionary concept of TPM has been adopted in many industries
across the world to address these problems.

New direction in Production

• TPM is the new direction in production.

• In this age, when robots produce robots and 24-hour automated production is a reality,
the unmanned factory has become a realistic possibility.
• In discussing quality control, people often say that quality depends on process.
• Now, with increasing robotization and automation, it might be more appropriate to say
that quality depends on equipment.
• Productivity, cost, inventory, safety and health, and production output – as well as
quality – all depends on equipment.
• Production equipment has become unimaginably sophisticated.
• We see equipment for automation, such as robots and unmanned production; we also
see equipment for super-precise processing of micron-size objects and processing that
requires speeds, pressures, and temperatures challenging current technology.
• Increased automation and unmanned production will not do away with the need for
human labor – only operations have been automated; maintenance still depends heavily
on human input.
• Automated and technologically advanced equipment, however, requires skills beyond
the competence of the average maintenance supervisor or worker, and to use it
effectively requires an appropriate maintenance organization.
• TPM, which organizes all employees from top management to production line workers,
is a companywide equipment maintenance system that can support sophisticated
production facilities.
• The primary goals of TPM are zero breakdowns and zero defects.
• When breakdowns and defects are eliminated, equipment operation rates improve,
costs are reduced, inventory can be minimised, and as a consequence, labor
productivity increases.
• One firm reduced the number of breakdowns to 1/50 of the original number.
• Some companies show 17-26 percent increases in equipment operation rates while
others show a 90 percent reduction in process defects.
• Labor productivity generally increased by 40-50 percent.
• Of course, such results cannot be achieved overnight.
• Typically, it takes an average of three years from the introduction of TPM to achieve
prize-winning results.
• Furthermore, in the early stages of TPM, the company must bear the additional
expense of restoring equipment to its proper condition and educating personnel about
the equipment.
• The actual cost depends on the quality of the equipment and the quality of
maintenance.
• As productivity increases, however, these costs are quickly replaced by profits. For
this reason TPM is often referred to as “profitable PM”.

What is TPM?

• It can be considered as the medical science of machines.

• Total Productive Maintenance (TPM) is a maintenance program, which involves a
newly defined concept for maintaining plants and equipment.
• It is a well-defined and time-tested concept for maintaining plants and equipment.
• The goal of the TPM program is to markedly increase production while, at the same
time, increasing employee morale and job satisfaction.
• TPM brings maintenance into focus as a necessary and vitally important part of the
business.
• It is no longer regarded as a non-profit activity.
• Down time for maintenance is scheduled as a part of the manufacturing day and, in
some cases, as an integral part of the manufacturing process.
• The goal is to hold emergency and unscheduled maintenance to a minimum.

Distinctive features of TPM

• TPM is often defined as “productive maintenance involving total participation".
• Frequently, management misconstrues this to mean workers only and assumes that
PM activities are to be carried out autonomously on the floor.
• To be effective, however, TPM must be implemented on a companywide basis.
• Unfortunately, some firms abandon TPM because they fail to support workers fully or
involve management.