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Maintenance Strategy Selection and its Impact on Maintenance Function - A

Conceptual Framework
Article in International Journal of Operations & Production Management · December 2015

DOI: 10.1108/IJOPM-01-2014-0028
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International Journal of Operations & Production Management
Maintenance strategy selection and its impact in maintenance function: A
conceptual framework
R S Velmurugan Tarun Dhingra
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IJOPM
35,12
Maintenance strategy
selection and its impact
in maintenance function
1622
A conceptual framework
Received 22 January 2014
Revised 23 June 2014 R.S. Velmurugan and Tarun Dhingra
14 September 2014 College of Management and Economics Studies,
8 November 2014
University of Petroleum & Energy Studies, Delhi, India
Accepted 20 November 2014
Abstract
Purpose – This paper aims to synthesize and categorize the published literatures related to
maintenance strategies formulation, selection and implementation in various industries. The purpose
of this paper is to develop a conceptual framework based on literature review for formulation of
maintenance strategies, selection and the implementation of selected strategies. Further, to study on
impact of maintenance strategies implementation in maintenance function.
Design/methodology/approach – A literature review has been carried out to identify the existing
frameworks related to maintenance strategies formulation, selection of maintenance strategy and
implementation of maintenance strategy in the industry. Literature support for all the conceptual
constructs referred in the framework has been discussed to establish a logical sequence.
Findings – A conceptual framework for maintenance strategies formulation, selection and
implementation and its impact in maintenance function has been developed. Further, constructs
and sub-constructs which form the basis for maintenance strategies formulation, selection and
implementation have been identified from the literatures. In addition, propositions have also been
formulated to support the conceptual framework and these propositions provide the logical
relationship among the maintenance strategies formulation, selection among the formulated strategies
and the implementation of these strategies.
Research limitations/implications – The conceptual framework developed in this paper for
maintenance strategy formulation and selection is yet to be empirically tested. The proposed framework
can be tested in various industries.
Practical implications – Literature study on maintenance strategy formulation and selection has so
far been very limited. Maintenance strategy selection is a critical decision-making problem for the
maintenance managers working in the process plant, manufacturing companies, etc. The conceptual
framework proposed in this paper will help maintenance managers to asses, formulate, select suitable
maintenance strategy and implement for their organization.
Originality/value – The paper provides comprehensive study on maintenance strategy problem
which will be useful to researchers, maintenance managers and other professionals in various
industries such as process industry, manufacturing industry, etc., to understand maintenance strategy
selection problem and implementation of maintenance strategy.
Keywords Maintenance management, Conceptual framework
Paper type Conceptual paper
Introduction
Industries are facing a lot of challenges such as optimization of operation and
maintenance function due to the continual evolving world of technologies, global
International Journal of Operations
& Production Management competitiveness, environmental and safety requirements. The concern towards total
Vol. 35 No. 12, 2015
pp. 1622-1661
quality and profitability of an organization are crucial factors in the business.
© Emerald Group Publishing Limited
0144-3577
It is evident that industrial maintenance function has gained high recognition over
DOI 10.1108/IJOPM-01-2014-0028 the last few decades in various industries. Consequently, over the years, many different
strategies have been developed to support maintenance management implementation Maintenance
in the industry (Swanson, 2003). With increasing automation and mechanization, strategy
production processes in the industry is becoming highly sensitive to equipment and
people. Further, the role of equipment maintenance in controlling quality, quantity and
selection
reducing costs is more evident and important than ever ( Jay et al., 2006).
The cost associated with the maintenance has increased constantly over the
decades. In the present scenario, depending on the type of industry, about 15-70 1623
percent of production costs are attributed towards maintenance (Ilangkumaran and
Kumaran, 2012). Unfortunately, due to the uncertainties and inefficiencies involved in
maintenance planning, about one-third of maintenance costs are wasted (Mobley, 2002).
Further, the selection of an apt maintenance strategy is important as well as complex in
maintenance management and the output of maintenance is hard to measure and
quantify (Chris and Wang, 2001).

In general, plant maintenance function is to keep any kind of equipment or
component in a working order to prevent failures so as to perform its intended function,
ensuring safety, as well as protecting the environment (Al-Najjar et al., 2001; Henriques
and Sarforsky, 1999).
Ensuring cost effective plant operation such as efficient and quality production,
equipment availability and employee and environmental safety depends on how the
organizations are able to effectively integrate maintenance function with other
functions in the organization. Therefore, for organization to survive in the present
industrial environment, healthiness of equipment with sustainable operations should
be ensured (Ben-Daya and Duffua, 1995, Al-Najjar et al., 2001; Bennett, 2006).
Maintenance is not just ensuring healthiness of equipment in a facility but it also
plays a crucial role in achieving organization’s goals and objectives with optimum
maintenance cost and maximum production.
Traditionally, maintenance management was dealt with the short-term issues like
resources, cost, manpower etc. Recent past, maintenance management has changed its
concerns towards the consideration of long-term goals like competitive, sustainability
and strategy (Duffuaa et al., 2002). Therefore, maintenance management needs to be
viewed in a strategic perspective.
Based on the above background, maintenance function needs to be viewed as a
strategic function in an organization. Therefore, there is a scope of improvement in the
formulation of maintenance strategies for the organization, selection of particular
maintenance strategy of the specific equipment or process and effective
implementation of maintenance strategies selected. All these activities are required
to be clearly integrated and to be monitored holistically. Still there seems to be a less
interest among the maintenance practitioners for a structured maintenance strategy
formulation and implementation. The reasons may be:
• maintenance approaches/methods/concepts are resource demanding so that less
suitable for the maintenance function in the industry, especially in SME
organizations; and
• organizations are reluctant to experiment with the new maintenance methods
developed such as total productive maintenance (TPM), reliability cantered
maintenance (RCM), etc.
Despite implementation of best maintenance approaches/concepts/strategies,
maintenance managers face the equipment failures and plants shutdowns which
leads to stoppage of operation/production. Therefore, there is an immense requirement
IJOPM of study on maintenance strategy formulation and selection and its impact in
35,12 maintenance function from the experiences of maintenance mangers in the industry.
Such kind of study will definitely be useful to understand the gap between the
common maintenance strategies studied and proposed in the literatures and
maintenance strategies being actually adopted and practiced by maintenance
managers in the industry.
1624 In this context, business problem of any organization in the industry can be
defined as “continuous and any abrupt stop of whole production process causes
delay and reduction in output. Although Organization follows various maintenance
strategies, the cost and impact (equipment safety, upstream supplier issues
and downstream customer issues) of sudden failure of equipment was found to be
huge in the organization”. This business problem leads to few research
questions regarding maintenance strategy formulation and selection. These

questions are as follows:
RQ1. How the maintenance strategies are being formulated by maintenance
managers in maintenance function?
RQ2. How the maintenance managers select the best maintenance strategy among
the strategies formulated and how they implement the strategy effectively?
The research questions emphasize that the selection of proper maintenance strategy is
the key challenge for maintenance managers in industries and how the selected
maintenance strategy impacts the maintenance function is a critical requirement for an
organization. This study aims for detailed literature review of published literatures in
the area of maintenance strategy formulation, selection and performance evaluation of
maintenance strategy implementation. This paper synthesizes and systematically
categorizes the published literatures in the area of maintenance strategy. Then, it
analyses the literatures and reviews methodically in terms of selection of maintenance
strategy and its impact in maintenance function.
The purpose of this paper is to find the constructs related to maintenance
strategy formulation, selection and implementation from the literatures which could
form the basis for maintenance strategies formulation and further help to assess
existing maintenance strategies in the organization. In addition, the aim is to develop a
conceptual framework for maintenance strategies formulation and selection and
further to identify literature gaps for future research in the area of maintenance
strategy formulation and implementation. Therefore, the researchers are further
encouraged to do qualitative/quantitative research on the basis of these identified
conceptual constructs and literature gaps in the area of maintenance strategy selection.
This paper provides thorough study which will be useful to researchers, maintenance
managers and other professionals in industry to understand maintenance strategy
formulation and selection problem.
The specific objectives of this paper are:
(1) to synthesize and analyse the published literatures in maintenance management
with the specific reference to maintenance strategies formulation, selection and
categorize it in relevant themes;
(2) to identify the constructs this could form the basis for maintenance strategies
formulation and selection of suitable maintenance strategy for a particular
operation process/equipment;
(3) to develop a conceptual framework for maintenance strategies formulation and Maintenance
selection and its impact in maintenance function; and strategy
(4) to identify the literature gaps for further research in the area of maintenance selection
strategy formulation and selection.
The remainder of the paper is set out in the following way: the next section provides
detailed literature review includes literature categorization and literature analysis of 1625
existing published literatures in the area of maintenance strategy formulation, selection
and impact of maintenance strategy implementation in performing maintenance
function. Constructs and sub-constructs identified from the literature analysis are
presented in detail in this section along with the critical observations. Further, the
proposed conceptual framework for maintenance strategy formulation and selection,
and its impact in maintenance function has been discussed with the propositions to
support this framework. The last section of this paper discusses the outcome of this
study and provides literature gaps for future research in the area of maintenance
strategy selection.
Literature review
A detailed literature review has been carried out to understand the processes of
maintenance strategy selection and its impact in maintenance function in various
industries.
Maintenance
The term maintenance is well-defined in the published literatures. However, the
maintenance-related terms are not defined properly. Few terms such as maintenance
strategy, maintenance policy, maintenance tactics/approaches, maintenance concepts
are used by the authors in different ways and also interchangeably. Therefore, the
definitions of the terms referred in this paper are detailed below.
Maintenance has been defined as the combination of technical and associated
administrative actions intended to retain an item or system in, or restore it to, a state in
which it can perform its required function (ISO 14224, 2006). Further, Dhillon (2002)
defined maintenance as all actions appropriate for retaining an item/part/equipment in
or restoring it to, a given condition.
A proper maintenance needs technical skills, techniques, methods to properly utilize
the assets like factories, power plants, vehicles, equipments and machines. The key
objective of maintenance is to ensure system function (availability, efficiency and
product quality), system life (asset management) and system safety with low-energy
consumption. Poorly maintained machines or equipments may lead to random
breakdowns causing unavailability for production or service:
The main purpose of maintenance engineering is to reduce the adverse effects of breakdown
and to increase the availability at a low cost, in order to increase performance and improve the
dependability level (Simeu-Abazi and Sassine, 2001).
The key objective of maintenance management is “total asset life cycle optimization”
i.e., maximization of availability of plant/equipment and reliability of these assets in
order to achieve operational/business objectives. Therefore, maintenance is not only
dealing with technology issues and it is a mix of management, operations, technology
and business strategies (Pintelon and Parodi-Herz, 2008).
IJOPM Maintenance approaches
35,12 In general the maintenance of any system is classified under two categories: failure-
based maintenance (i.e. corrective maintenance (CM)) and life-based maintenance
(i.e. regular preventive maintenance (PM)). However, the CM cannot be avoided when a
random failure of a component occurs and cost depends on the number of components
replaced during the entire operating period of system and the respective cost involved
1626 in maintenance actions (Chitra, 2003).
PM is the planned maintenance of plant infrastructure and equipment with the goal
of improving equipment life by preventing excess depreciation and impairment. This
maintenance includes, but is not limited to, adjustments, cleaning, lubrication, repairs,
replacements and the extension of equipment life (Wireman, 1990).
It may appear to be unnecessary cost, as not doing PM does not immediately reflect
in terms of breakdown cost or production downtime cost. Rather the small shutdowns
taken for PM may be considered counter-productive ( Jayabalan and Chaudhuri, 1992).
Nowadays, many organizations have shifted to a new methodology known as
predictive maintenance (PdM). However, its installation is often costly while results are
difficult to predict. A PdM approach strives to detect the onset of equipment
degradation and to address the problems as they are identified (Grall et al., 2002). Thus
in PM, maintenance needs are based on the actual condition (normally measured
quantitatively or qualitatively) of the equipment, rather than on some predetermined
schedule. Hence, it involves predicting the failure before it occurs, identifying the root
causes for those failure symptoms and eliminating those before they result in extensive
damage to equipment ( Jafari et al., 2008; David and Shahram, 1993). In contrast,
condition-based maintenance (CBM) can be a better and more cost effective than time-
based maintenance (TBM) (El-ferik and Ben-daya, 2010).
Maintenance strategy
Maintenance strategy is not well-defined in the literatures. Few authors define the
maintenance strategy as the selection between the CBM and TBM. However,
definitions and meaning of maintenance strategy collected from various literatures are
as given below.
Maintenance strategy is a systematic approach to upkeep the facilities and
equipment and it varies from facility to facility. It involves identification, researching
and execution of many repairs, replace and inspect decisions and is concerned with
formulating the best life plan for each unit of the plant, in coordination with production
and other functions concerned (Kelly, 1997). It describes what events (e.g. failure,
passing of time, condition) trigger what type of maintenance action (inspection, repair
or replacement).Thus, selecting the best sustainable maintenance strategy depends on
several factors such as the goals of maintenance, the nature of the facility or the
equipment to be maintained, work flow patterns (process focus, product focus) and
the work environment (Gallimore and Penlesky, 1988; Pintelon and Gelders, 1992).
Maintenance strategy consists of mix of maintenance policies and maintenance
techniques which vary from facility to facility (Dekker, 1996).
In early literatures, several maintenance approaches, i.e., strategies and concepts,
have been discussed by various authors (Dekker, 1996; Moubray, 1997; Mckone and
Elliott, 1998; Sherwin, 2000; Swanson, 2001).
Commonly reviewing maintenance strategies referred in published literature are
such classification of maintenance strategies: CM, PM and PdM. Swanson (2001) in his
paper differentiates reactive maintenance (CM), planned maintenance (PM and PdM)
and other maintenance types such as TPM. Bevilacqua and Braglia (2000) consider Maintenance
each maintenance strategy as a separate strategy. strategy
Maintenance management concepts have to be reviewed with perspectives of
business activities such as operational, tactical and strategic. Therefore, maintenance
selection
strategies are the methods of transforming business objectives into maintenance
objectives. A maintenance plan can be developed by identifying the current potential
gaps in maintenance performance (Crepo and Gupta, 2005). 1627
Maintenance tactics or approaches are the activities required to implement the
strategy. This deals with the management processes, human resource and physical
asset infrastructure (Campbell and Reyes-Picknell, 2006). The maintenance strategy is
to create a direction of how to accomplish the maintenance objectives such as
availability, reliability with a structured approach (Waeyenbergh and Pintelon, 2002).
Further, they points out critical success factors such as maintenance personnel must
have through knowledge to prevent failures in early stages, management skills
including planning, human resource management and task management, ability to
exploit maintenance history trends and opportunities.
A maintenance concept can be defined as the set of maintenance interventions such
as CM, PM and CBM, etc., and these interventions provide general framework from
which the maintenance strategies are developed (Waeyenbergh and Pintelon, 2002).
Pintelon and Gelders (1992), in their paper identified and discussed various areas of
maintenance management. The areas addressed in their study are, first, system design
aspects of maintenance management in operations management environment; second,
maintenance decision making; and third, managerial tools available for making
decision making in maintenance management. They pointed out that the maintenance
approaches do not stipulate any maintenance policy explicitly. Nevertheless, there is
considerable impact on maintenance policy since these reflect the management view
point on maintenance. Further, they also pointed out that the preparing maintenance
budget must involve deep insight of all the maintenance costs and their impact on
organizations revenue or profit.
Presently, most widely used maintenance strategies (maintenance approaches/tactics)
includes RCM, TPM, business cantered maintenance (BCM), capital asset management
(CAM) and integrated logistic support (ILS). Review and more description of some of these
maintenance concepts are available with the literatures (Al-Najjar, 1999; Waeyenbergh
and Pintelon, 2002; Carnero, 2006; Gokiene, 2010; Nima et al., 2010; Marcello et al., 2013).
Maintenance strategy formulation

The maintenance strategy requires to be supported by tactical plans. These tactical
plans must be the executable plans (Campbell and Reyes-Picknell, 2006). Further,
maintenance strategy needs to be reviewed periodically due to the changing
environment and business requirements (Waeyenbergh and Pintelon, 2002).
Therefore, the key points in formulation of maintenance strategy are (Waeyenbergh
and Pintelon, 2002) as follows:
(1) holistic approach is required to formulate maintenance strategy;
(2) structured development of maintenance strategy is must in almost every case; and
(3) apart from the structure maintenance strategy, flexible strategy is must so that
it allows feedback, improvement and adjusts to changes in requirement of
maintenance.
IJOPM Further, formulation of maintenance strategy must consider the following points
35,12 (Campbell and Reyes-Picknell, 2006):
(1) Organization should know the base line of maintenance strategy so that the
vision of the organization can be rebuilt in line with the successful practices; and
(2) once the vision of the organization is formulated, then the employees must be
1628 encouraged to understand the vision and think big to achieve the vision.
According to McAllister (1999), an asset mainteannce strategy is based on a set of
objectives and maintenance polices of the plant operation. These objectives are having
targets and goals to achieve better mainteance. Few related points to this model are as
given below:
(1) business targets for plant performance, product quality, cost savings, etc., are
based on customer needs;
(2) resources must be available to fulfil the strategy objectives;
(3) outputs of functional capabilities and mainteance personnel needs to be
monitored and measured for their expected delivery; and
(4) adoptability of maintenance function to quick changes in the environment.
McAllister et al. (1999) has also presented a model for the formulation and review of a
maintenance strategy. In his paper, it is described that the maintenance must be
considered a partner within the business so that overall objective of the organization is
shared in order to achieve production with an acceptable margin of profit. For achieving
this objective, there is a need to integrate all the functions in the organization. Thus,
maintenance strategy should be aligned with the business or corporate strategy (Figure 1).
He also suggested the following steps in formulating effective maintenance strategy.
Step 1: maintenance strategy development starts with the maintenance philosophy
which describes the roles of maintenance.
Step 2: maintenance philosophy chosen should fulfil the maintenance objectives/aims
developed for the organization which are derived from corporate/production objectives.
Step 3: assess and evaluate the maintenance practices and issues in the maintenance.
Kelly (2006) presented a BCM for the formulation of maintenance strategy. The same
is shown in Figure 2. This model depicts that the business objectives of the organization
are identified and then the same are translated into maintenance and this supports the
formulation of maintenance strategy. It is critical to understand the operation of the plant
and its relation with the market. Thus, maintenance objectives are derived from
the production and business objectives. The model shown in figure describes about the
strategic thought process of BCM. The maintenance manager always starts with
the maintenance objective which is derived from production objective.
For formulation of a maintenance strategy a model proposed by Salonen (2011) is
shown in Figure 3. This model is a schematic view of the maintenance processes when
formulating a maintenance strategy.
Further, Salonen (2011) propose a structure to follow while formulating the
maintenance strategy. The same is shown in Figure 4.
The maintenance strategy must be a road map for maintenance which includes
alternatives, provides direction, flexible enough to adjust with the changing environment.
This road map has to be created from benchmarking and the practices of the
organization’s own plant/operation process.
Condition
Based
Maintenance
Maintenance
Life-cycle Criticality strategy
ORGANIZATION
Documentation Design out ELEMENTS selection
Activities
Roles
Skills
1629
Performance and
Flexibility People development Teamworking
strategy audits
TPM
SYSTEMS
ELEMENTS
Asset
Change
strategy
Budgeting
Acquistion
Life-cycle
Aims and
objectives Targets
Asset management Maintenance

Policies Planning
support Strategy
Benchmarking
Practices
Structures
Condition
based
Maintenance Condition
management monitoring
Selection
Shutdowns Work
Computer systems Contracting
Planning
Health and
Control safety
Spare parts Quality

Figure 1.
Environment Maintenance
Source: McAllister et al. (1999) strategy elements
Implementation of a maintenance strategy

Implementation of maintenance strategy is the great challenge for the maintenance
managers in the organization. Every organization has its own challenges and face
different problem depends on its maintenance philosophy. Further, organization
puts best efforts to follow maintenance standards but it is difficult due to the
environment exists in maintenance function (Alsyouf, 2007). According to Campbell
and Reyes-Picknell (2006) the implementation on the tactical level is based on the
maintenance strategy. This includes various components such as mission, vision,
maintenance tactics, targets and rules. The same is depicted in Figure 5:
Implementation of maintenance strategy consists of three steps (Eti et al., 2006a, b, c):
(1) maintenance programme formulation of each equipment/component, i.e., work
identification;
(2) resources for executing particular maintenance strategy effectively such as
manpower, spares, tools, etc.; and
(3) executing of the maintenance strategy by properly deploying the manpower,
operate the systems required to manage all the resources efficiently.
Business
IJOPM Function
objective
Production
35,12 objective
Maintenance
objective
Correct as Failure characteristics
necessary
Safety requirements
Maintenance Longevity requirements
1630 control Life Plans asset acquisition policy
The strategic Plant structure

thought process
Administrative
Preventive Production
structure
schedule requirements
Personnel
policy
Work planning
system Workload Budget
forecast
Stores Resource
policy structure
Figure 2. Plant layout unions

A business centred contract labor
maintenance availability
methodology Source: Kelly (2006)
Production
strategic
goals
Company Strategic Strategic Strategic

vision and goals of the goals of performance
mission company maintenance indicators
Figure 3.
A schematic
view of the work
Overall SWOT Strategic Maintenance
process when gap-analysis analysis development strategy
formulating a plan
maintenance
strategy
Source: Salonen (2011)
The major obstacles in strategy implementation (Aaltonen and Ikavalko, 2002) are as
given as follows:
(1) A lack of understanding of maintenance strategy among the maintenance
organization. This can be explained in a way that the importance of applying
the strategic issues in every day decision making is a major obstacle in the
organization.
(2) Other obstacles are conflicting activities, lack of time, lack of alignment between
strategy and organizational compensation systems.
Maintenance
Strategy alignment: strategy
• The company’s overall strategic goals
selection
• The production department’s strategic goals
• The maintenance department’s strategic
The maintenance department’s
goals
performance indicators:
1631
• Define what to measure
Set up a target action plan with • Ascertain the current status

time frames and assigned • Establish targts for the coming year
responsibilities for the following

areas: • Determine strategic targets
• Human resources
• Technology
• Organization Figure 4.
Maintenance
strategy formulation
structure
Source: Salonen (2011)
Maintenance strategy selection and optimization

In published literatures, many authors presented the selection of maintenance strategy
as a selection suitable maintenance tactic/approach for an organization, i.e., about
selection or evaluation of maintenance strategies such as CM, TBM, CBM, etc. (even
though CM, TBM and CBM are termed as maintenance tactics/approaches by many
authors, in case of maintenance strategy selection-related papers these are termed
maintenance strategies).
To select/choose these maintenance strategies for different equipment or system
for particular industry, various models have been developed by researchers in this
field. Selection of maintenance strategies for particular equipment/system in any
industry is a typical multiple criteria decision making problem (Ahmadi et al., 2010).
To deal with such kind of problem authors used analytic hierarchy process, fuzzy
analytic hierarchy process, etc. (Bevilacqua and Braglia, 2000; Kodali and Chandra,
2001; Bertolini and Bevilacqua, 2005; Ling et al., 2006; Lin et al., 2009; Rolando et al.,
2009; Ayadi et al., 2014).
Further, few literatures discuss about decision support system (DSS) models which
will help for implementation of suitable maintenance methodology so that improving
maintenance performance and optimizing the operational/maintenance costs.
For example, such kind of plant-level maintenance decision support system (MDSS)
proposed (Lin et al., 2009; Mahdi et al., 2010) by combining the short-term and long-term
decision-making process in maintenance function reduces the unplanned downtime,
increases the equipment availability and ensures the allocation of resources for
maximum throughput of equipment.
Maintenance optimization is considered as a mathematical discipline within operation
research and it may be considered as an effective tool for maintenance strategy selection
and optimization by maintenance managers. But, presently its impact on decision
making within maintenance organizations is limited so far (Dekker, 1996).
35,12
strategy
1632
IJOPM
Figure 5.
Components of
Target
Mission Vision Tactics Rules
timing
A statement of rules to
What to achieve with The main acitivities When the vision is follow during
The purpose of the
the maintenance needed to achieve the planned to be implementation of the
organization
strategy vision (e.g. TPM, RCM) achieved tactics and also when
vision achieved
Source: Campbell and Reyes-Picknell (2006)

Maintenance performance Maintenance
Performance measurement is a fundamental principle of management. The strategy
measurement of performance is important because it identifies current performance
gaps between current and desired performance and provides indication of progress
selection
towards closing the gaps. Carefully selected key performance indicators (KPI) identify
precisely where to take action to improve performance. Maintenance performance
contributes to manufacturing performance. The KPI for maintenance are factors of the 1633
manufacturing KPI. KPI of maintenance is selected ensuring a direct correlation
between the maintenance activity and the KPI measuring it (Muchiri et al., 2011).
Swanson (2001), in his paper presented the results of a study of the relationship
between maintenance strategies and performance. This paper also analysed the
relationship between proactive and aggressive maintenance strategies and
performance. This analysis showed positive result. Maintenance performance is the

result of how the performance objectives are aligned with the business objectives.
Therefore, effective maintenance performance measurement systems plays a vital role
in achieving the business needs. (Kutucuoglu et al., 2001). Further, Albert et al. (1999)
discussed about the balance score card that translates the business strategy into
operational measures in order to achieve organization’s success by highlighting the
pitfalls in using maintenance performance indicators.
Parida and Uday (2009), in their article concluded about maintenance performance
measures of maintenance process as a complex issue as it involves various inputs,
outputs and stakeholders. Further, measuring the contribution and performance of
maintenance will always be complex issue especially when intangibles such as quality
of service, repair and maintenance are involved. The most important step in developing
maintenance performance metrics is involving the maintenance personnel who are
responsible for the work to be measured because they are the most knowledgeable
people about the work (Brown, 1996).
In maintenance performance, benchmarking integral part of the maintenance
performance measurement framework (Muchiri et al., 2011). Benchmarking is the
process to adopt the best practices from the best performers in order to achieve
world-class maintenance. In addition to that benchmarking help the organizations
to identify the critical maintenance issues also. The successful implementation of
PdM-based plans will help the organization to achieve its break through
improvement in the identified benchmarks of that particular plant operations and
maintenance (Richard et al., 2001). Maintenance performance measurement is
dominated by lagging indicators such as equipment cost, maintenance cost and
safety performance. But, it was found that there is lesser use of leading indicators
such as maintenance work process in maintenance performance measurement
(Muchiri et al., 2011).
The literature review carried out on above key themes has been categorized
and the same is presented in Table I. The literature review discusses various
frameworks related to maintenance strategy. In these frameworks, authors have
developed various frameworks including major components related to maintenance
strategy such as maintenance strategies formulation, maintenance strategies
selection and implementation of selected maintenance strategies. There is a need
in industry to develop a holistic framework which combines factors related to
the major components described above. This framework should bridge the gap
between the strategic plan and operational plan so as to improve the efficiency of
maintenance performance.
35,12
strategy
1634
Table I.
IJOPM
to maintenance
Categorization of
literatures related
Sl no. Key themes Select author(s) Inferences
1 Maintenance Gallimore and Penlesky (1988), Pintelon and Gelders (1992), Maintenance strategy is not well-defined in the literatures.
strategy Dekker (1996), Kelly (1997), Mckone and Elliott (1998), Sherwin Maintenance strategy term is used interchangeably with
(2000), Swanson (2001), Bevilacqua and Braglia (2000), Crepo maintenance policy, maintenance approach, etc.
and Gupta (2005) and Marcello et al. (2013) Maintenance strategy is a systematic approach to upkeep the
asset/facility
Authors have categorized maintenance strategies as time-based
maintenance (TBM), condition-based maintenance (CBM), etc.
and these are also mentioned as maintenance policies/
maintenance approaches in the published papers
2 Formulation of McAlister (1999), Waeyenbergh and Pintelon (2002), Kelly (2006), Three (3) frameworks related to maintenance strategy
maintenance Campbell and Reyes-Picknell (2006) and Salonen (2011) formulation brought out from the literatures
strategy A key point in formulation maintenance strategy is to link the
maintenance strategy to operational and business strategies
While formulating the maintenance strategies, the same has to be
assessed and evaluated based on major system and
organizational elements
Maintenance performance measures provide key inputs in
formulation of maintenance strategies
3 Maintenance Dekker (1996), Bevilacqua and Braglia (2000), Kodali and Selection of maintenance strategies is the selection among the
strategy selection Chandra (2001), Bertolini and Bevilacqua (2005), Lin et al. (2009) maintenance approaches such as TBM, CBM, etc.
and Jinqiu and Laibin (2014) Selection of maintenance strategy is treated by authors’ as
multiple criteria decision-making (MCDM) problem. The same is
solved with the techniques AHP, FAHP, VIKOR, etc.
4 Implementation Campbell and Reyes-Picknell (2006) and Eti et al. (2006a, b, c) Implementation of maintenance strategies depends on various
of maintenance resources such manpower, material, etc.
strategy Few literatures suggest the plant-level maintenance decision
support system (PMDSS) for implementation of suitable
maintenance methodology
5 Maintenance Albert et al. (1999), Tsang (1999), Swanson (2001), Kutucuoglu Key performance indicators (KPIs) are helpful in measuring
performance et al. (2001), Visser and Pretorius (2003), Weber and Thomas maintenance performance gaps
(2006), Patrida and Chattopadhyay (2007), Parida and Uday Balance scored card (BSC) approach helps organizations to
(continued )
Sl no. Key themes Select author(s) Inferences

(2009), Muchiri et al. (2011), Carnero (2014) and Charles and Alan translate the business strategies into operational strategies
(2005) Benchmarking is integral part of maintenance performance
measurement
6 Maintenance Jayabalan and Chaudhuri (1992), David and Shahram (1993), Implementation of preventive/predictive maintenance strategy
approaches/ Carnero (2006), Ling et al. (2006), Gokiene (2010), El-ferik and leads to improvement in maintenance function such as reduced
tactics/policies Ben-daya (2010), Jin et al. (2009), and Jain et al. (2014) maintenance cost, increased equipment’s reliability
Corrective maintenance costs become higher than the preventive
maintenance costs in a long-term period
7 Development of Knezevic (1994), Ashayeri et al. (1996), Lin et al. (2009), Rolando Decision support system models prove that the implementation
maintenance et al. (2009) and Ayadi et al. (2014) of suitable maintenance methodology helps in improving
decision support maintenance function and optimize the operational/maintenance
systems (MDSS) costs
for selection of Reliability assessment, risk levels and failure management in
optimal maintenance can be effectively handled with the help of models
maintenance using tools such as fuzzy Bayesian methods, fuzzy modelling,
strategy analytical hierarchy processing, etc.
8 e-Maintenance Macchi and Garetti (2006), Muller et al. (2007), Jay et al. (2006), Maintenance environment responds to the IT environment and
and IT tools/ Swanson (2003), Raouf et al. (1993), Elliot and Tobias (2005) and implementation of e-maintenance concepts like CMMS helps in
software for Phillip and Ramin (2014) strategic maintenance planning, scheduling and work force
maintenance coordination
strategy selection
and
implementation
9 Impact of Pintelon and Gelders (1992), Eti et al. (2006a, b, c), Hongzhou Maintenance decision making and maintenance performance
maintenance (2001), Michael et al. (2000) and Nima et al. (2010) depends on the maintenance policy and maintenance culture of
policies, the organization
maintenance Customization of maintenance organization according to current
culture in business strategies helps organization for successful
maintenance maintenance strategy implementation
strategy
implementation
Maintenance
1635
selection
strategy
Table I.
IJOPM Maintenance management decisions of assets like equipment maintenance can be long-
35,12 term (strategic), medium-term (tactical) or short-term (operational) decisions. All these
decisions are very important for maintenance strategy formulation, selection and
implementation of strategies. The proposed framework in the next section depicts
whole bunch of activities from strategic to operational levels which enhances the
maintenance performance.
1636
A conceptual framework for maintenance strategic assessment and
formulation of maintenance strategy in maintenance function
Maintenance strategy-related frameworks have been discussed by the authors as
detailed above in the literature review (McAllister et al., 1999; Kelly, 2006; Salonen,
2011; Pintelon and Gelders, 1992; Eti et al., 2006a, b, c; Muchiri et al., 2011; Pintelon
and Parodi-Herz, 2008; Umar, 2011). The comparison of frameworks along with
key concepts, inferences and gaps is detailed out in Table II. A common thread in
all these frameworks is alignment between business strategies and maintenance
strategies. Few gaps in these frameworks are what are the outcomes of maintenance
strategy formulation? How to select the best among the maintenance strategy methods/
approaches formulated? How to optimize among the selected maintenance strategy
methods/approaches? And how to measure the impact on maintenance function after
implementing the specific maintenance strategy? Even these aspects are discussed
specifically in the frameworks the same is not discussed in a holistic manner.
Therefore, the proposed framework provides holistic approach covering from
maintenance strategy formulation to impact in maintenance function.
In any organization operational strategies are drawn from the corporate strategies/
business strategies. Operational strategies will be basis for formulation of maintenance
strategies. In a business centred maintenance methodology (Kelly, 2006), the author
depicts in his model that the business objectives and production objectives of the
organization are identified and these objectives are translated into maintenance
objectives which supports the formulation of maintenance strategy. Pintelon and
Parodi-Herz (2008) discusses in their paper about maintenance challenge of gap between
business strategy and maintenance strategy. Integration between maintenance and
business strategy is one of the major challenges for the organization and every step taken
will help the organization to achieve world-class maintenance (Sohrab et al., 2013). From
the proposed framework (Figure 5), Maintenance Strategy Formulation (F1) depends on
Operational Strategy (F15) which are drawn from Corporate Strategy (F14).
Major constructs contributing to maintenance strategy formulation are drawn from
the frameworks-related maintenance strategy formulation presented in the previous
section (Kelly, 2006; McAllister, 1999; Salonen, 2011) and other published literatures.
Formulation of maintenance strategy are based on the constructs conceptualized from
the literature review such as Reliability Analysis (F4), Performance Measures (F5),
Planning and Scheduling (F6), Materials Management (F7), Human Resources (F8) and
Information Technology (F9). And, these constructs can also be used to assess the
maintenance strategy of an organization. Further, sub-constructs related to these
constructs have also been drawn from the published literatures.
The conceptual constructs and sub-constructs derived each construct altogether
form basis for formulation of maintenance strategies formulation selection and
implementation are shown in Table III. Further, the definitions and literature inferences
including critical observations are detailed out below for all these constructs and
sub-constructs.
Author(s) Description Key concepts from the framework/model Inference and gaps
McAllister Authors Maintenance strategy is based on the factors asset strategy, targets, Overall framework suggests for proper business targets,
et al. (1999) proposed a policies, practices, aims and objectives and benchmarking sufficient resources, monitoring of outputs and
model for the Maintenance strategy as on overall depends on various adoptability to quick changes in the environment
formulation maintenance policy sectors and practices which consists of system This model does not support the maintenance strategies
and review of elements such as asset management support, performance and selection and optimization among maintenance function
maintenance strategy audits, etc. and organization elements such as people
strategy development, planning, etc.
Kelly (2006) A business This model supports translation of business objectives into The key point is alignment of business objectives,
centred production objectives with the maintenance objectives
maintenance objectives so that formulation of maintenance strategy
maintenance can be done effectively This model does not describe about the outcomes of the
methodology This model also provides various factors that make maintenance
maintenance strategic process such as maintenance
tactics and selection of maintenance strategies selected for
strategic in an efficient manner. The factors are life plan, preventive
schedule, resources, work planning system, administrative implementation
structure, maintenance control, etc. This model is not having performance measurement
aspects of maintenance
Salonen This model The key elements in this model are strategy alignment, Maintenance strategy alignment with business strategy is
(2011) provides performance indicators for maintenance performance, target action the key factor in formulating maintenance strategy
schematic plan along with time frames This model does not explain about implementation of
view of the maintenance strategies and optimization of the
maintenance maintenance strategies. However, it describes about
processes and maintenance performance indicators
structure
while
formulating
maintenance
strategy
Pintelon and Maintenance This model describes about system design aspects such as The key concept in this model is decision-making process
Gelders management maintenance philosophies, production control systems, etc., in maintenance involves strategic planning, tactical
(1992) framework planning and control such as maintenance objectives, resources, planning and operational planning. Integration and
performance reporting, etc., and managerial tool kit such as failure optimization of these planning processes are critical
modelling techniques and computer support This model does not explain about the maintenance
(continued )
strategy frameworks
Maintenance
literatures
maintenance
1637
selection
strategy
Comparison of
identified from
Table II.
35,12
1638
IJOPM
Table II.
Author(s) Description Key concepts from the framework/model Inference and gaps
strategies formulation, selection and performance
evaluation of maintenance function
Eti et al. Strategic This model describes about the alignment of maintenance strategy Authors suggests few key elements related to
(2006a, b, c) maintenance with the corporate strategy maintenance strategy such as maintenance organization,
performance This model also explains implementation plans, performance measure of effectiveness, work control, maintenance
management measurement and feedback to corporate strategy management information system, personnel records,
framework logistic support, maintenance tasks and maintenance
engineering
This model does not explain about outcomes of
maintenance strategies and optimization of maintenance
strategies and the implementation aspect of maintenance
strategies
Muchiri et al. The It describes about alignment of corporate strategy with the This framework is much related to maintenance
(2011) performance maintenance strategy while formulating the maintenance strategy performance. However, the concept of maintenance
measurement It proposes leading performance indicators such as work execution, strategy formulation is included in this framework
framework scheduling, planning and work identification and lagging This framework does not explain about maintenance
for the performance indicators such as performance targets, benchmarks, strategies outcomes such as maintenance tactics,
maintenance maintenance results like equipment performance and cost maintenance policy, etc.
function
Pintelon and Gap between Author in his paper describes about the link between maintenance The framework describes of outcomes of maintenance
Parodi-Herz maintenance and business strategy strategy as maintenance concepts such as RCM, TPM,
(2008) and business Main focus on maintenance management is still on the tactical and BCM, LCC, etc., maintenance policies as PM, PdM, FBM, etc.
strategy operation planning This framework does not explain about selection of
Bridging the gap between business strategy and maintenance maintenance strategies, optimization and implementation
strategy is the key challenge in maintenance aspects in maintenance function
Umar (2011) A framework This framework describes about the nine functions such as This framework covers the all major elements related to
for identification of major stakeholders, formulation mission statement, strategic issues of maintenance strategy formulation to
maintenance setting of the strategic objectives of maintenance, analysis of the implementation. However, it does not explain in-depth
strategic current situation, identification of the strategic issues, strategic about maintenance decision support systems used for
planning options, strategy selection, development of performance measures maintenance strategy selection, outcomes of maintenance
and implementation planning strategies and underlying factors contributing for
maintenance strategy formulation in the operational and
tactical level
Sl. no. Conceptual constructs Sub-constructs
Maintenance
strategy
1 Maintenance tactics Condition-based maintenance (CBM)/predictive maintenance (PdM); selection
time-based maintenance (TBM)/preventive maintenance (PM);
original equipment manufacturer (OEM) recommendations;
reliability-based maintenance (RBM); total productive maintenance
(TPM)
2 Reliability analysis Equipment history; equipment criticality; root cause analysis (RCA); 1639
mean time between failures (MTBF); reliability centred maintenance
(RCM) based analysis
3 Performance measures/ Maintenance performance measures (key performance indicators
benchmarking such as labour and material cost, downtime records, training man
hours of maintenance staff, etc.); internal/industry norms;
benchmarking measures and targets

4 Planning and Long-term plans to forecast major shutdown/maintenance work;
scheduling shutdown maintenance schedule; short-term plans regaining
preventive maintenance; preventive maintenance schedules;
priorities of work order; work schedule for a week ahead
5 Materials management Spares availability (re-ordering/emergency purchase); inventory
analysis; inventory control (through computerized system);
integration of inventory control with maintenance planning
6 Organization/human Maintenance staff level; maintenance organization; responsibility of
resources first line supervisors; adequacy of support staff; regular technical
training Table III.
7 Information technology Availability and integration of computerized maintenance Constructs and
management and materials management system; shutdown sub-constructs which
scheduling; CBM supported automated data analysis; expert contributing
systems for diagnosis to maintenance
8 Maintenance policies/ Maintenance mission and objectives; long-term maintenance plans strategies
budget integrated with business plans; maintenance budget formulation, selection
and implementation
As first step in Maintenance Strategy Formulation (F1), maintenance philosophy and

maintenance objectives are derived from the corporate objectives. By considering
maintenance objectives as the basis, maintenance plan and schedules are prepared for the
particular maintenance strategy. This is depicted in the framework (Figure 6) as a
construct Planning and Scheduling (F6). For each maintenance strategy planned, the
resources required are also planned while formulating the maintenance strategy. Such
resource requirements are shown in Figure 6 as constructs such as Materials Management
(F7) and Human Resources (F8). Further, for each maintenance strategy formulated,
corresponding performance measures are also suitably devised along with the reliability
measures. These are shown in Figure 6 as constructs Performance Measures (F5) and
Reliability Analysis (F4). Additionally, in recent days maintenance formulation is well
supported with the tools and techniques of Information Technology (F9) for collection of
history data, analysis, interpret from trends and diagnostics systems.
Once the overall maintenance strategy is formulated and this strategy is translated in
to various maintenance approaches/tactics such as CBM, TBM, reliability-based
maintenance (RBM) and TPM. Among these major maintenance approaches/
maintenance tactics suitable maintenance approach can be selected for particular
operation/equipment by using mathematical models. The system which uses
mathematical models and maintenance optimization models is known as MDSS (F14).
IJOPM
e-Maintenance –
35,12 F15
Business Companywide
Strategy (BS) – Integration (CI)
Reliability Analysis F10 – F16
1640 (RA) – F4
Performance
Measures Operational Impact in
(PM) – F5 Strategy (OS) – Maintenance
F11 Function – (F17)
Planning and
Scheduling
(PS) – F6
Materials Maintenance Maintenance

Management Strategy Strategy
(MM) – F7 Formulation Implementation
(MSF) – F1 (MSI) – F3
Human Resources
(HR) – F8
Information Maintenance Maintenance Policy

Technology Tactics (MT) – F12 (MP) – F14
(IT) – F9
Maintenance
Strategy
Selection
(MSS) – F2
Figure 6.
Maintenance Maintenance
strategies Decision
formulation, selection Support
and implementation System
and its impact (MDSS) – F13
in maintenance
function
Such kind of MDSS systems helps for suitable maintenance approach selection and the
same in turn helps for proper Maintenance Strategy Selection (F2).
Based on the selected maintenance strategy, Maintenance Policy (F14) is developed
for the organization. The maintenance policy provides guidelines for effective
implementation of the selected maintenance strategies. Companywide Integration (F16)
of maintenance strategy implementation is crucial for long-term and sustained
maintenance in the organization (Jonsson, 1999). For Companywide Integration (F16), Maintenance
e-maintenance techniques help the organization to implement and effectively monitor strategy
the maintenance implementation.
Maintenance Strategy Formulation (F1) and Maintenance Strategy Implementation
selection
(F3) are plays key role in the performance of maintenance. Impact in Maintenance
Function (F17) is measured through sub-construct of maintenance performance
discussed in this paper. 1641
The constructs shown in Figure 6 such as Reliability Analysis (F4), Performance
Measures (F5), Planning and Scheduling (F6), Materials Management (F7), Human
Resources (F8), Information Technology (F9) plays a crucial role in formulating
maintenance strategies. The outcome of the maintenance strategy formulation is
Maintenance Tactics (F12) and Maintenance Policy (F14) is the input to Maintenance
Strategy Implementation. The literature references where these constructs were

discussed by various authors in their papers are detailed out in Table IV.
Maintenance Tactics (F13) aspects are covered in detail in the literatures in past few
years with specific context to industries such as Manufacturing industry, power plant,
automobile industry, etc. (refer Table IV). The sub-constructs identified from the
literatures are as follows:
• CBM/PdM;
• TBM/PM;
• RBM;
• TPM; and
• original equipment manufacturer (OEM) recommendations.
CBM or PdM is a technology that strives to identify initial faults before they become
critical. CBM is a set of maintenance actions based on real-time assessment of
equipment condition which is obtained from embedded sensors and/or external tests
and measurements taken by portable equipment and then processed through software.
CBM enables more accurate planning of PM. The traditional inspection-based
maintenance is in fact a primitive form of CBM. Kelly (1993) detailed out the widely
used CBM techniques.
PM is the planned maintenance of plant infrastructure and equipment with the goal
of improving equipment life by preventing excess depreciation and impairment. This
maintenance includes, but is not limited to, adjustments, cleaning, lubrication, repairs,
replacements and the extension of equipment life (Verma and Suresh, 2007).
Jin et al. (2009) presented the option-based mathematical PM model and provided the
comparison between this model and basic PM model. In their paper, it is demonstrated
that the both models eliminate the risk of equipment stoppage from operating status
and also reduce the shortage or overage of demand. In addition, the option-based model
provided more flexibility and leads to more profit than the basic model and periodic
PM policy. Optimal PM strategy of power generator maintenance can be developed
using fuzzy Bayesian environment tools. Therefore, mathematical models are used in
developing such PM strategies in plant maintenance (Liu et al., 2010).
Nowadays, many manufacturing organizations have shifted to a new methodology
known as PdM. However, its installation is often costly while results are difficult to
predict. A PdM approach strives to detect the onset of equipment degradation and to
address the problems as they are identified. Thus in PdM, maintenance needs are based
35,12
1642
IJOPM
Table IV.
to maintenance
Categorization of
literatures related
strategy constructs
Authors/references Constructs Context (country/industry) Inference
Jonsson (1999), Carnero (2006), Ling et al., Maintenance Maintenance tactics (MT) is the techniques
Manufacturing firms from Swedish industry;
(2006), Mahdi et al. (2010), Rolando et al. (2009), Tactics (F13) that guide how maintenance activities are
petrochemical plant/food industry in Spain;
Pophaley and Vyas (2010), Jafari et al. (2008), implemented
power plant in China; Mexico-based company;
Chris and Wang (2001), Ilangkumaran and The right approach to determining
automobile industry; manufacturing industry;
Kumaran (2012), Chitra (2003), Mokashi et al. maintenance tactics is to better understand
textile industry; maritime operations; Indian
(2002), Gokiene (2010), Seth and Tripathi manufacturing industry; batch process exactly how equipment failed. Then, based on
(2006), El-ferik and Ben-daya (2010), Wilmeth industry; battery manufacturing industrythese understanding of failure modes, what
and Usrey (2000), Angélica et al. (2014) and the effects and consequences of the failure
Jinqiu and Laibin (2014) would be and hence determine the most
appropriate maintenance tactics to manage
those failure consequences
The maintenance tactics are methods which
decide an appropriate maintenance strategy
for a firm in an industry
Bevilacqua and Braglia (2000), Hongzhou Reliability Italian refrigeration manufacturing firm; Reliability can be defined as the probability
(2001), Nima et al. (2010), Lin et al. (2009), Analysis (F4) single unit and multi unit systems; cellular that a given item will perform its intended
Jayabalan and Chaudhuri (1992), Jafari et al. manufacturing industry; automobile industry; function for a given period of time under a
(2008), Chitra (2003), Liu et al. (2010), Nguyen power industry; chemical processing plant given set of conditions
et al. (2008) and Angélica et al. (2014) Reliability analysis is to identify failures, root
cause of the failures and maintenance issues
related to these failures
Reliability analysis plays a crucial role in
maintenance strategy formulation, selection
and implementation of the strategies into
practices
Hongzhou (2001), Carnero (2006), Garg and Maintenance Single unit and multi unit systems; A well formulated maintenance strategies and
Desmukh (2006), Pintelon and Gelders (1992) Policy (F15) petrochemical plant/food industry in Spain; practices supported with the maintenance
and Michael et al. (2000) telecommunication manufacturing industry policies and maintenance culture in an
organization plays a critical role in
maintenance function. Therefore, this function
(continued )

impacts the implementation of maintenance
strategies
Albert et al. (1999), Kutucuoglu et al. (2001), Lin Performance Automobile industry; e-maintenance; US Maintenance performance measures reflect
et al. (2009), Macchi and Garetti (2006), Measures manufacturing industries; aviation industry achievement and progress in meeting an
Swanson (2001), Gokiene (2010), Ahmadi et al. (F5) agreed maintenance benchmark
(2010), Carnero (2014) and Charles and Alan In measuring maintenance performance, it is
(2005) concerned not only with doing good
maintenance job. It is also concerned that the
maintenance job successfully removes risk of
failure of plant and equipment
Formulation and selection of maintenance
strategy based on the factors of maintenance
performance
Noemi and William (1994), Bertolini and Planning and Oil refinery; automobile industry; The objectives of planning and scheduling in
Bevilacqua (2005), Rolando et al. (2009), Scheduling manufacturing industry; Belgian process maintenance are minimizing the idle time of
Pophaley and Vyas (2010), Ashayeri et al. (F6) industry; textile industry; Belgium industry/ maintenance workers, maximizing the efficient
(1996), Jin et al. (2009), Ilangkumaran and manufacturing companies; chemical use of work time, material, and equipment and
Kumaran (2012), Muchiri et al. (2010), Nguyen processing plant; batch process industry; maintaining the operating equipment at a
et al. (2008), El-ferik and Ben-daya (2010), shipping industry; aviation industry responsive level to the need of production in
Verma and Suresh (2007) and Ahmadi et al. terms of delivery schedule and quality
(2010) Planning and scheduling are the key activities
of any maintenance strategy. Therefore,
formulation of maintenance strategy depends
on this function
Carnero (2006), Garg and Desmukh (2006), Materials Petrochemical plant/food industry in Spain; Materials management is the process of
Jafari et al. (2008), Nguyen et al. (2008) and Management telecommunication manufacturing industry; planning, organizing and controlling of the
Yung-Hsiang and Hou-Lei (2014) (F7) manufacturing industry; chemical processing procurement and availability of spare parts
plant In proactive maintenance environment, while
fire fighting and panics are much rarer, the
same fast speed of response and repair is often
required when a critical item goes down.
(continued )
Maintenance
1643
selection
strategy
Table IV.
35,12
1644
IJOPM
Table IV.
Again, spares availability is top priority
Non-availability of material may delay the
executing of maintenance strategy. Therefore,
material management is an integral part of
development of maintenance strategy
John and Amrik (1989), Garg and Desmukh Human Telecommunication manufacturing industry; In order to meet the changing corporate
(2006), Eti et al. (2006a, b, c) and Crepo and Resources Nigerian industry; Spanish manufacturing philosophy and manufacturing strategy, the
Gupta (2005) (F8) industry; Nigerian power industry outsourcing of maintenance jobs/activities can
be adopted by an organization
The outsourcing strategy provides flexibility
in the maintenance organization so that there
is no need to create fixed assets/infrastructure.
Therefore, HR function plays inclusive role in
formulation of maintenance strategy, selection
and implementation of maintenance strategy
in a firm
Ling et al. (2006), Muller et al. (2007), Crepo Information Power plant in China; Spanish manufacturing The improvements in work processes are such
and Gupta (2005), Jay et al. (2006), Swanson Technology industry; prognostic tool like watchdog agent; as methods to perform work, communication
(2003), Raouf et al. (1993), Elliot and Tobias (F9) primary metals; a fabricated metal products; about work, decision-making process and
(2005) and Phillip and Ramin (2014) industrial and metal working; precision monitoring of work activities by employees.
instruments; chemical and food processing This improvement in work process can be
(US industries) achieved by information technology
IT can lead to higher work productivity,
machine availability, maintenance personnel
effectiveness, etc. Therefore, IT also impact
maintenance decision making such as
formulation of maintenance strategy and this
helps to optimize the maintenance cost and the
equipment/asset reliability
on the actual condition (normally measured quantitatively or qualitatively) of the Maintenance
equipment, rather than on some predetermined schedule. Hence, it involves predicting strategy
the failure before it occurs, identifying the root causes for those failure symptoms and
eliminating those before they result in extensive damage to equipment. In contrast,
selection
CBM can be a better and more cost effective than TBM ( Jafari et al., 2008).
RBM is an advanced maintenance philosophy which prioritizes plant systems
in terms of their impacts on capacity and availability. RBM balances the available 1645
strategies such as reactive, preventive, predictive and proactive so as to ensure
maximum capacity and availability while minimizing costs. The seven primary
breakthrough concepts provided by RBM include: prioritization of plant systems and
failure modes in terms of their impact on capacity and availability, business decision of
where to invest maintenance resources, infusion of available maintenance technologies,
developing core competency in maintenance function, redefinition of the maintenance

function whose mission is to pursue productivity and capacity improvement solutions,
increased awareness throughout the plant of the implications of maintenance decisions
and establishment and acceptance of suitable business performance metrics for
maintenance (Smith, 1993).
TPM is a maintenance philosophy designed to integrate equipment maintenance
into the manufacturing process. The goal of any TPM programme is to eliminate
losses tied to equipment maintenance or, in other words, keep equipment producing
only good product, as fast as possible with no unplanned downtime. Maintenance has
traditionally been viewed as a separate entity outside of the manufacturing process. As
companies began to identify the role of maintenance in the production process
a gradual shift in thinking occurred. The goal of any TPM programme is to ensure that
machinery and equipment is always available to manufacture products for the end
customer. By minimizing rework, slow running equipment and downtime, maximum
value is added at the minimum cost ( Jain et al., 2014).
Seth and Tripathi (2006) highlighted in their paper that a combined application
of TPM along with total quality management (TQM) brings out significantly higher
improvements than application of individual. This paper also provides empirical
evidence on the contributions of these two drives TQM and TPM to improve business
performance in the context of Indian manufacturing industry. Further, Ahuja
and Khambha (2008) presented a thorough review on need for TPM, TPM principles,
TPM framework highlighting the concept on overall equipment effectiveness, TPM
implementation practices, etc.
OEM recommendations are the maintenance procedures/methods suggested by
OEM of the particular equipment. The same are available in the operation and
maintenance manuals supplied by OEM along with the equipment. Further, OEM
recommendation also includes risk-based maintenance. risk-based opportunistic
maintenance demonstrates that the maintenance cost and failure risk can be reduced
by applying this method ( Jinqiu and Laibin, 2014).
Reliability Analysis (F4) – reliability analysis is a necessity when you want to
maximize your operational plant availability and uptime. The tools and techniques of
reliability analysis provide insights on why events happen and on the options that you
have available to you in order to address them. This construct have been further
classified in to sub-constructs, each of which has been discussed in detail:
• root cause analysis (RCA)/incident analysis;
• mean time between failures (MTBF);
•
IJOPM equipment history;
35,12 • equipment criticality; and
• reliability centred maintenance-based analysis.
A root cause is a factor that caused a non-conformance and should be permanently
eliminated through process improvement. RCA is a collective term that describes a
1646 wide range of approaches, tools and techniques used to uncover causes of problems.
RCM process has been effective analysis tool to identify the root cause problem of
the failure. Once RCM programme is implemented, the maintenance programme needs
to be revisited periodically. Based on failure modes and failure causes identified
through RCM programme, exiting PM should be adjusted accordingly. To realize
the benefits of RCM, computerized maintenance management system (CMMS) needs to

be in place (Wilmeth and Usrey, 2000).
Further, RCM can be defined as an industrial improvement approach focused on
identifying and establishing the operational, maintenance and capital improvement
policies that will manage the risks of equipment failure most effectively with proper
maintenance plan (Mokashi et al., 2002; Angélica et al., 2014).
“MTBF” is a reliability term used to provide the amount of failures per million hours
for a product. This is the most common investigation about a product’s life span, and is
important in the decision-making process of the end user. MTBF is more important for
industries and integrators than for consumers. Most consumers are price driven and
will not take MTBF into consideration, nor is the data often readily available. Based on
the reliability criteria and choice of decision maker, work load threshold of each
equipment type is a linear function of its MTBF with a coefficient (Nima et al., 2010).
The equipment criticality can be defined as, a system or equipment is a function of
the system’s or equipment’s impact on the business when the system or equipment
fails, regardless of how often the failure occurs. For example, a set of criticality ranking
numbers might range from 1 to 10. Criticality rank number 10 represents the highest
rank while number 1 represents the lowest.
Equipment history is one of the most required records that help to maintenance
department of each equipment details and its history to understand when equipment
was breakdown, why it was happen and what was done to repair, how much cost
calculated for this particular maintenance on that equipment.
History of breakdown help to prepare PM schedule, consumed parts inspection or
expands inspections with extra required criteria, re-analysis on part if breaking again
and again or breaking part due to other equipment parts (Knezevic, 1994). Provide
training to technicians, maintenance engineers, service operators, equipment operators,
electrical personnel and helpers who are associated with the equipment maintenance.
Performance Measures (F5) is an importance conceptual construct in developing
maintenance strategy. In this section various sub-constructs related to performance
measures are discussed. The sub-constructs are detailed as follows:
• maintenance performance measures (KPI such as labour and material cost, life
cycle cost, downtime records, training man hours of maintenance staff, etc.); and
• benchmarking measures and targets.
Developing useful maintenance KPIs starts by creating KPI strategies from top to
bottom of the organization so that activities across the operation integrates together
with a corporate purpose (Visser and Pretorius, 2003).
A useful maintenance KPI is to collect and present why failures of equipment/ Maintenance
operation are occurring. These failures have root causes in the past and across strategy
maintenance functions. Collecting the causes of failures (i.e. corrective and breakdown
maintenance) under separate life cycle categories helps to identify focus area for
selection
reliability improvement efforts by maintenance personnel. This is a business quality
system and life cycle management indicator that drives failure avoidance and the
adoption of better asset life cycle practices ( Jonsson, 1999). 1647
Benchmarking is a basis of establishing rational performance goals through the search
for best industry practices that will lead to superior performance (Carnero, 2014).
The benchmarking aspects are discussed above in Literature Review. Further,
maintenance performance measurements are being used during operation and support
phase of an asset’s life cycle as indicated in asset life cycle management model and these
measurements influence the maintenance management decisions (Charles and Alan, 2005).
Planning and Scheduling (F6), the conceptual construct can be classified in sub-
constructs and each of these sub-constructs is discussed in detail as follows:
• long-term plans to forecast major shutdown/maintenance work;
• shutdown maintenance schedule;
• short-term plans regaining PM;
• PM schedules;
• priorities of work order; and
• work schedule for a week ahead.
Maintenance efficiency of machines can be improved through proper maintenance
planning and scheduling in an automobile industry using the maintenance approach
TPM. TPM tools helps to accomplish improved efficiency by enabling optimum use of
machine capabilities (Pophaley and Vyas, 2010).
In process industry the planning of production and maintenance within an
integrated process manufacturing system plays a vital role. Now a day, the
implementation of computer integrated manufacturing concepts in the industry
provides better solutions. In addition to that PM decisions impact the available plant
capacity and company profits in the production/manufacturing industry. Ashayeri
et al. (1996) developed a model to minimize such production and maintenance-related
cost factors during long or medium-term planning horizons which would also take care
of probability of break downs.
Planning is the process by which the elements required to perform a task are
determined in advance of the job start. It comprises all the functions related to the
preparation of work order, bill of material, purchase requisition, necessary drawings,
labour planning sheet including standard times, all data needed prior to scheduling and
releasing the work order. Good planning is a prerequisite for sound scheduling
(Wireman, 1990).
Scheduling in very crucial in implementation of maintenance plan and it leads to
achieve the maintenance to manufacturing competence of an industry (Noemi and
William, 1994). Scheduling is the process by which jobs are matched with resources and
sequenced to be executed at a certain points in time. Scheduling deals with the specific
time and phasing of planned jobs together with the orders to perform the work,
monitoring the work, controlling it and reporting on job progress. Successful planning
needs a feedback from scheduling (Wireman, 1990).
IJOPM Material Management (F7) aspects are covered in detail in the literatures in past few
35,12 years. In this section various sub-constructs related to material management identified
from the literatures are discussed in detail:
• inventory analysis;
• inventory control (through computerized system);
1648 • integration of inventory control with maintenance planning; and
• spares availability (re-ordering/emergency purchase).
Maintenance material management consists of identifying, scheduling, purchasing,
managing stock and the supply of materials according to plant (manufacturing unit)
requirements. The processes that make up this service line are stores management,
purchasing process of management of materials, stock management and scheduling of
materials, optimization and rationalization of material processes, flows and stock
( Jardine and Tsang, 2005). The above identified sub-constructs are dealt with such
materials management processes. Based on these sub-constructs, the assessment of an
organization can be done with respect to implementation of maintenance strategy.
In order to fulfil the maintenance plan of a production plant, it is very critical to assign
one among the maintenance resource, i.e., material at tactical level of maintenance work
(Crepo and Gupta, 2005).
In maintenance, there is no greater priority than ensuring the ready availability of
spare parts. Competent materials management is a precondition of maintenance
management success. Because of the complexity of the challenge in maintenance
management, an integrated materials management system is essential (Pintelon and
Van Wassenhove, 1990; Yung-Hsiang and Hou-Lei, 2014).
Organization/Human Resources (F8) is a crucial construct in performing
maintenance jobs. This can be further classified into sub-constructs and each of
these sub-constructs are discussed in detail:
• maintenance organization;
• maintenance staff level;
• responsibility of first line supervisors;
• adequacy of support staff/contract labour; and
• regular technical training.
In order to meet the changing corporate philosophy and manufacturing strategy,
the outsourcing of maintenance jobs/activities can be adopted by an organization. This
provides flexibility in the maintenance organization so that there is no need to create
fixed assets/infrastructure (Garg and Desmukh, 2006). Further, in their paper it is
discussed that the maintenance staff should be capable of dealing with multi-functional
activities in maintenance.
Knowledge can be acquired through training and this knowledge is used to do job in
an effective and efficient manner. If jobs are being done with the thorough knowledge,
person doing job become skilled. The skills acquired by maintenance personnel will be
further used to improve the performance of assets and equipments. Therefore, it is the
maintenance personnel who improve the maintenance performance. Every industry should
consider training as one of the most important and strongest areas in any organization
( John and Amrik, 1989). It must never be the subject of any cost reduction efforts.
Maintenance Organization depends on many determinants such as maintenance Maintenance
capacity, centralization vs de-centralization and in-house maintenance vs outsourcing. strategy
Further, human resources planning for maintenance organization also depend on many
criteria. The criteria include defined roles and responsibilities, effective span of control,
selection
facilitation of good supervision and effective reporting structure and minimization of
costs (Eti et al., 2006a, b, c).
In addition to above, creating division of labour for maintenance tasks to be 1649
performed and coordination of results to achieve a common maintenance goal must be
capabilities of maintenance managers (Campbell et al., 2001). Therefore, selection of
right maintenance personnel with the appropriate capabilities supported by continuous
training and good incentive schemes is must for an organization to achieve
performance effectiveness and efficiency.
Information Technology (F9) functionalities are to be leveraged in maintenance

function. Therefore, IT has been identified as a conceptual construct for a maintenance
strategy selection. In this section various sub-constructs related to information
technology identified from the literatures are discussed in detail:
• availability and integration of computerized maintenance management and
material management system (such as CMMS);
• scheduling of major shutdowns using project management system;
• CBM supported with automated programmes for data analysis; and
• expert systems for diagnostics (e-maintenance).
Raouf et al. (1993), in their paper discussed in detail about evaluation of various CMMS
available and explained their functions. Further, they have shown the importance of
implementing such kind of systems in the industry for effective utilization of manpower
and material. CMMS helps maintenance function to respond more quickly and also
helps in improving maintenance performance by managing the equipment. Further,
it also allows production and maintenance departments to improve their communication
and coordination in their activities (Swanson, 2003). In addition to that his research also
showed that the CMMS and lateral relations suggest the successful implementation of
new manufacturing technologies leads to world-class maintenance practices.
Nguyen et al. (2008), in their paper presented a new methodology to assess the
economic value of scheduling rules for PM in a chemical process plant. This
methodology was tested in a chemical process plant and the results confirmed the
benefits of using PM. Therefore, such kind of new tools and methods are useful in data
analysis and diagnostics. This paper further investigated the effect of maintenance
performance in terms spare parts inventory policy, maintenance policy, etc.
Recent days many organizations in the industry become more competitive by reduction
of maintenance/production costs and increasing productive through the improvement
in work processes by using e-maintenance tools (Muller et al., 2007). The improvements
in work processes are such as methods to perform work, communication about work,
decision-making process and monitoring of work activities by employees. This
improvement in work process can be achieved by information technology. IT can lead
to higher work productivity, machine availability, maintenance personnel effectiveness, etc.
Therefore, IT also impact maintenance decision making and this helps to optimize the
maintenance cost and the equipment/asset reliability (Phillip and Ramin, 2014).
Further, advanced information and communication technology provides benefits
such as improved communication among plant workers and outside experts and
IJOPM supports the team approach in problem solving even though distances often separate
35,12 maintenance personnel/vendors/service providers.
Maintenance Policy (F14) aspects are covered in detail in the literatures in past few
years. In this section various sub-constructs related to maintenance policies are discussed:
• maintenance mission and objectives;
• long-term plans for maintenance function integrated with corporate plans; and
1650
• maintenance budget.
It is very important for an organization to have a robust and effective maintenance and
maintenance policy in place (Hongzhou, 2001).
Maintenance of an organization ensures the following (Michael et al., 2000):
• equipment’s are always in ready and reliable condition, i.e., company is able
respond to any sudden change in demand;
• equipment’s are always calibrated to provide good quality products and
competitive advantage, i.e., there are no sudden and frequent breakdowns and
reduce production of defective products;
• there are no major breakdowns, i.e., there is no losing of inventory or market
share for companies following JIT philosophy; and
• maintenance costs are always controlled.
The central importance of maintenance budgeting is related to the formulation of
maintenance strategy of an organization. The maintenance budget should be an
expression of the forecasted short-term (i.e. annual) and long-term maintenance jobs in
terms of the cost of internal manpower, contract manpower and the materials needed
to deal with them. It is also emphasized that in plants requiring major shutdowns there
is also the need for a specific turnaround budget. Budgeting procedures appropriate for
large process plants are compared with those for individual manufacturing units and,
finally, it is explained that, all too often, maintenance budgeting is rarely as rational as
described, senior management seeing maintenance only as a cost and ignoring the
linkage between maintenance expenditure and production output (Mobley, 2008).
Further, the need for a maintenance budget arises from the overall budgeting need of
corporate management and involves estimation of the cost of the resources (manpower,
spares, etc.) that will be needed in the next financial year to meet the expected
maintenance jobs.
e-Maintenance
The important of the maintenance function has increased in operations/production
because it plays an important role in keeping and improving equipment/system
availability, safety, product quality and e-procurement. To support this role, the new
maintenance concept e-maintenance has emerged from the development of
communication and information technologies (Elliot and Tobias, 2005; Karim and
Parida, 2010).
Implementation of maintenance strategies are being done effectively by using
continuous assessment and prediction of a particular product performance prediction
tools and performance assessment systems. Further, proactive e-maintenance system
with in-built intelligent prognostic technologies and tools are being used in plant
maintenance to prevent equipment breakdown ( Jay et al., 2006).
Macchi and Garetti (2006), in their paper concerned with the strategic planning of an Maintenance
e-maintenance service to properly size the maintenance logistics support. A production strategy
system-level study provides the result that better performance of equipment can
be achieved through a reduced number of PM stops during the e-maintenance
selection
service operation.
Muller et al. (2007), their research outlines the basic ideas within the e-maintenance
concept and then provides an overview of the current research and challenges in the 1651
emerging field. The objective of this study is to identify the industrial/academic actors
involved in the technological, organizational or management issues related to the
development of e-maintenance. Today, e-maintenance is a new scientific discipline and
plays a vital role in maintenance function.
The major observations on implementation of e-maintenance concept in
maintenance function in various industries are as follows:

(1) e-maintenance is not only helps in implementation of a maintenance strategy; it
can be implied as a maintenance plan or a maintenance type; and
(2) the identified needs for information flow of e-maintenance service are,
first, information flow from the plant management level, to production
system level, for analysis; second, information is required with regard to the
production logistic operation and the costs of logistic inefficiencies of the
production system.
Discussion
The above conceptual framework (Figure 6) is supported with the following
propositions. These propositions may further be tested empirically:
P1. How the Conceptual Constructs (F4-F11) are being used in formulating
maintenance strategies of an organization in the manufacturing industries? How
the maintenance managers planning and executing these maintenance
strategies and practices to ensure smooth operation process?
P2. What is the role of MDSS (F13) in selection of optimum maintenance strategy
mix (or) best maintenance strategy among the developed maintenance strategies
for the particular equipment/process/operation?
P3. How MDSS helps to improve performance of maintenance function in terms of
maximizing availability of equipment/operations with the appropriate
maintenance strategy selection for those equipment/operations?
P4. How integration of organization’s business strategy with maintenance strategy
provides an effective implementation of maintenance strategy?
P5. Why e-maintenance concepts are used for efficient implementation of a
maintenance strategy in manufacturing industries?
P6. How maintenance tactics are being integrated with e-maintenance
framework for development of comprehensive model for failures? How
this model could help in formulation of maintenance policy at the
company level?
P7. How the manufacturing/production capabilities of an organization have been
enhanced by integrating maintenance strategy companywide?
IJOPM The above propositions are shown in Figure 6 as a sequential framework. The
35,12 proposed sequential framework connects the functions Maintenance Strategies
Formulation (F1), Maintenance Strategy Selection (F2) and Maintenance Strategy
Implementation (F3). Maintenance Strategies Formulation (F1) depends on construct
functions F4-F11. Maintenance Strategy Selection (F2) depends on the functions
Maintenance Tactics (F12) and MDSS (F13). The third function Maintenance Strategy
1652 Implementation (F3) depends on the functions such as Maintenance Policy (F14) and
the same needs to align with the function Companywide Integration (F16). The function
“Impact in Maintenance Function (F17)” depends on the function Maintenance Strategy
Implementation (F3).
As discussed above, even though literatures provide various frameworks for
maintenance strategy formulation, different models for maintenance strategy selection
and mathematical models for maintenance optimization, etc., it is felt that still there is a
gap between theory and practices (Dekker, 1996). Therefore, impact of these models
and frameworks on decision making within maintenance organizations is limited so far.
The proposed conceptual framework (Figure 6) needs to be empirically tested. This
paper is not discussing about the empirical testing of the proposed framework.
However, the methodology for testing this framework is proposed in this paper. The
same is detailed in the subsequent paragraphs.
By keeping the above in mind, we need to gather an in-depth understanding of
maintenance practices existing in the industry, i.e., how the maintenance managers are
formulating maintenance strategies, selecting suitable maintenance strategies among
the formulated strategies and implementing these maintenance strategies in an
organization of any industry. Therefore, qualitative research method will be a suitable
method in capturing and reusing tacit and explicit knowledge in the field of best
practices in maintenance management at the organization to be studied. Case study
research method can be used to assess both the measurement properties and test the
key theoretical relationships. Case study is proposed since “it tries to illuminate a
decision or set of decisions: why they were taken, how they were implemented, and
with what result” (Schramm, 1971).
Therefore, the proposed research methodology for testing and validating the above
framework and propositions is case study method using multi case holistic design
(Type 3; Yin 2003) of case study research design to cover various business verticals of
the selected organization(s) in any industry. Multiple-case design may also be
considered because, the evidence from multiple cases is often more compelling, and the
overall study is therefore regarded as being more robust (Yin, 2003).
The proposition relationship diagram shown in Figure 7 clearly depicts the
relationships among the various functions. However, few assumptions have been taken
as basis for this construction of above relations. They are as follows:
(1) The functions for maintenance strategies formulation, selection and
implementation have been identified based on empirical data available in the
literatures. It is assumed that these functions are basis for maintenance strategies
formulation and selection common to all the industries without considering
specific context such as country, type of firm with in manufacturing, etc.
(2) Impact in maintenance function is majorly due to maintenance policy, i.e.,
selection of suitable maintenance strategy or an optimum mix of maintenance
strategies and the way this maintenance strategy is being implemented in the
organizations.
Maintenance
P6 e-Maintenance –
F15 P5
strategy
selection
Business Companywide
Strategy (BS) – Integration
Reliability Analysis F10 (CI) – F16
(RA) – F4
1653
P4 P7
Performance
Operational Impact in
Measures (PM) – F5
Strategy (OS) – Maintenance
F11 Function – (F17)
Planning and
Scheduling (PS) – F6
P1
Materials Maintenance Maintenance

Management Strategy Strategy
(MM) – F7 Formulation Implementation
(MSF) – F1 (MSI) – F3
Human Resources
(HR) – F8
Maintenance Maintenance Policy

Information
Tactics (MT) – F12 (MP) – F14
Technology (IT) – F9
Maintenance
Strategy
Selection
(MSS) – F2
P3 P2
Maintenance
Figure 7.
Decision
Relations of
Support
propositions with
System
functions
(MDSS) – F13
(a sequential
relations framework)
Summary
This paper could synthesize and analyse the published papers available in the area of
maintenance management. The literatures have also been broadly categorized into
major themes such as maintenance strategy, formulation of maintenance strategy,
IJOPM selection of maintenance strategy, implementation of maintenance strategy, MDSS for
35,12 selection of optimal maintenance strategy, e-maintenance and IT tools for maintenance
strategy selection and implementation, impact of maintenance policies, maintenance
culture in maintenance strategy implementation. The key results based on Literature
Review related maintenance, maintenance strategy, maintenance implementation,
maintenance performance measures are as summarized as follows:
1654 (1) Basic definitions of maintenance and related terms are quite well-defined.
However, the terms like maintenance aspects, maintenance approaches and
maintenance policies lack uniform definitions.
(2) Maintenance strategy lacks a uniform definition among researchers. The reason
may due to whether maintenance strategy needs to be thought of strategic level,
operational level or functional level.

(3) No. of strategic approaches have been suggested by literatures (few of them
presented in this paper). The common thread in maintenance strategy
formulation is how to formulate a maintenance strategy that supports the
overall organization’s objective.
(4) PM approach will be more beneficial in long-term basis (economic age of the
equipment) because PM costs become less than CM cost during the overall life-
cycle of the equipment. Therefore, many papers have justified the PM approach
as a better maintenance strategy.
(5) Many literatures discuss about the organizations’ failure when implementing
maintenance strategies. However, the subject of maintenance strategy
implementation is not studied to any larger extent.
(6) There are well-defined maintenance performances measures are discussed in
various literatures and researchers are having consensus that the maintenance
performance measures must be aligned with the operational measures which
are derived from overall strategic goals of the organization.
(7) Maintenance strategies are required to instil maintenance practices in the
complex and dynamic business environment so as to optimize the total asset
life cycle.
Maintenance strategy formulation and implementation is a very crucial process in
achieving the world-class maintenance performance of any organization in the
industry. From the above proposed maintenance strategy framework, the process of
maintenance strategy formulation and implementation approach applied to
maintenance performance management can be outlined as follows:
(1) formulate maintenance strategy in alignment with corporate strategy;
(2) select the suitable maintenance strategy for the particular operation process/
equipment;
(3) develop action plans for maintenance strategy implementation and companywide
integration; and
(4) periodic review of maintenance performance and maintenance strategy.
The constructs and sub-constructs identified and discussed in previous sections can be
useful to maintenance managers in developing maintenance strategies. Managers will
not only be aware of the implications of different strategies in maintenance Maintenance
performance, further they can also understand some of the maintenance practices that strategy
support the selection of maintenance strategies.
The proposed framework (Figure 6) with the objective to address the central research
selection
question, namely, RQ1 and RQ2 has been discussed in detail in the previous section. The
strength of this framework lies in its theoretical approach. This framework can be
empirically tested in any organization within industries. Further, the framework can also 1655
be applied in practice in the organization in the industry after empirical testing by
incorporating the results of such empirical test in the model. Therefore, the basic limitation
of the proposed framework is that the framework has not been tested empirically.
Further, few literature gaps identified from the literatures related to maintenance
strategy selection is worth mentioning in this paper so that further research can be
carried out in the area of maintenance strategy selection. The literature gaps are
mentioned below:
• Qualitative research study based on existing maintenance strategies and
maintenance practices being followed by the firm in natural gas industry is not
available.
• Study on integration of real-time condition monitoring methods into development
of maintenance strategies so that achieving maximum availability of equipment/
operations can be carried out.
• Inclusion of human model in MDSS for making more accurate decisions in
selection of optimal maintenance strategy is not done. Therefore, human model-
based study might able to capture efficiency of maintenance manpower in terms
efficient implementation of maintenance strategy.
• Further study on DSS for maintenance can include the recent developments in
their models such as sustainability, bottleneck resources, restoration cost, etc.
• Not much research work is not available on e-maintenance implementation to
integrate various approaches of condition-based monitoring and development of
comprehensive model for failure management in maintenance.
• Case studies that epitomize maintenance strategy implementation and further verify
the relation between maintenance and manufacturing capabilities are not available.
• Study on impact of maintenance training and resources in maintenance
strategies selection and maintenance practices in an industry/organization can
provide value addition to maintenance management.
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About the authors

R.S. Velmurugan is a Research Scholar at the UPES, Dehradun and He is Chief Manager at GAIL
(India) Ltd. R.S. Velmurugan email id is rsvelmurugan@gmail.com
Tarun Dhingra is a Associate Professor and Head department of Strategic Management and
Department of Accounting & Finance in CMES-UPES, Dehradun. Tarun Dhingra is the
corresponding author and can be contacted at: replytarun@gmail.com
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Maintenance Strategy Selection and its Impact on Maintenance Function - A

Article in International Journal of Operations & Production Management · December 2015

Dr. Tarun Dhingra Rama Srinivasan Velmurugan

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quantify (Chris and Wang, 2001).

questions regarding maintenance strategy formulation and selection. These

Maintenance strategy formulation

Asset management Maintenance

Spare parts Quality

Implementation of a maintenance strategy

The strategic Plant structure

Figure 2. Plant layout unions

Company Strategic Strategic Strategic

Set up a target action plan with • Ascertain the current status

responsibilities for the following

Maintenance strategy selection and optimization

Source: Campbell and Reyes-Picknell (2006)

performance. This analysis showed positive result. Maintenance performance is the

Sl no. Key themes Select author(s) Inferences

benchmarking measures and targets

As first step in Maintenance Strategy Formulation (F1), maintenance philosophy and

F11 Function – (F17)

Materials Maintenance Maintenance

Information Maintenance Maintenance Policy

Strategy Implementation. The literature references where these constructs were

Authors/references Constructs Context (country/industry) Inference

developing core competency in maintenance function, redefinition of the maintenance

the benefits of RCM, computerized maintenance management system (CMMS) needs to

Information Technology (F9) functionalities are to be leveraged in maintenance

maintenance function in various industries are as follows:

F11 Function – (F17)

Materials Maintenance Maintenance

Maintenance Maintenance Policy

operational level or functional level.

quantitative analysis in the context of RCM in a JIT production scenario”, International

Industry, Vol. 57 No. 6, pp. 581-594.

About the authors

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