Maintainenece Safety EC2

ENGG ZC 242 MAINTENANCE & SAFETY
Lecture #1
BITS Pilani Dr. Samir Kale

Pilani Campus
BITS Pilani
Pilani Campus
MAINTENANCE : OVERVIEW
Lecture No. 1
Course Content
• Introduction and Maintenance overview

• Productivity, Quality, Reliability, Maintainability
• Maintenance and Repair Jobs and Technologies
• Defect/Failure List Generation and Failure Analysis
• Maintenance Strategies Types / Systems
• Condition Based Maintenance and Condition Monitoring
• Reliability Centred Maintenance
• Lubricant and its applications
BITS Pilani, Pilani Campus

• Maintenance Planning and Scheduling
• Total Productive Maintenance
• Asset and Spare Parts Management
• Maintenance Budgeting, Costing and Cost Control
• Maintenance Organization and Training
• Maintenance Effectiveness, Performance Evaluation
• Computerised Maintenance Management System
• Safety Management: Best Practices, Safety Audit,
HAZOP Study

TEXT BOOKS
• MAINTENANCE ENGINEERING by Sushil Kumar

Srivastava; S Chand & Co, New Delhi
• MAINTENANCE ENGINEERING AND MANAGEMENT

by K Venkataraman PHI New Delhi

Evaluation Components
• EC1 : QUIZ : 10 MARKS

ASSIGNMENT : 20 MARKS
• EC2 : MID-SEM TEST : 30 MARKS
• EC3 : COMPREHENSIVE EXAM : 40 MARKS

DEFINITION: BS 3811-1984
• The combination of all technical and associated

administrative actions directed to retain an item in or
restore it to a state in which it can perform its required
function
• Maintenance is the routine and recurring process of
keeping a particular machine or equipment in its normal
operating condition so that it can deliver its expected
performance without causing any loss of time on account
of breakdowns
• Maintenance means the work that is required to be done
to keep the machine or equipment in running condition
such that it can be utilized to its full capacity for
maximum amount of time
• Maintenance is the corporate effort directed towards
upkeep and repair of equipment and facilities
• Maintenance is about preserving the functions of assets :

Asset Care Management
• Maintenance Management is a combination of skills,

including the technical knowledge and experience,
necessary to identify maintenance needs and to specify
remedies

OBJECTIVES
• To maximize the availability and reliability of all assets:

plant, equipment, machinery and maximize possible
return on investment
• To extend the useful life of assets by minimizing wear,
tear and deterioration
• To ensure operational readiness of all equipment at all
times required for emergency use
• To ensure the safety of personnel using the facilities
• To minimize the maintenance costs: breakdown costs,
warranty costs, energy costs and accelerated
depreciation

PRIMARY FUNCTIONS
PRIMARY FUNCTIONS
• Maintenance of existing plant buildings and grounds
• Repairs and minor alterations to buildings
• Equipment inspection and lubrication
• Utilities generation and distribution
• Alternatives and new installations

SECONDARY FUNCTIONS
• Stores Keeping
• Plant Protection
• Waste Disposal
• Salvage
• Insurance Administration
• Other services

TERTIARY FUNCTIONS
• Personnel Management
• Job Distribution and Supervision
• Feedback Control: Purchase backup, Store backup,
workshop back up, operating back up
• Logistics
• Financial Management
• Inventory Management

BASIC FUNCTIONS
• Replace
• Repair
• Overhaul
• Rebuild
• Service/lubrication
• Inspect/check test
• Adjust align
• Calibrate measure
• Winding
• Install

COMPOSITE FUNCTIONS
• Protecting buildings, structures and plants

• Reducing downtime
• Increasing equipment availability and utilization
• Analyze repetitive failure and elimination
• Forecasting maintenance spares, tools etc
• Ensure safety of installation and reducing pollution
• Cost reduction and cost control
• Preparing maintenance budgets
• Waste reduction and waste recovery
• Communication and Training

LEVELS
• Time for maintenance

• Frequency of maintenance
• Quality of maintenance
GROUPS
• Maintenance repair overhaul
• Monitoring
• Operation
• Engineering
• Procurement
• Loss elimination

TYPES OF MAINTENANCE
MAINTENANCE
Planned Maintenance Unplanned Maintenance
Preventive Predictive Corrective

Breakdown
Emergency

MAINTENANCE SYSTEMS
INPUT
• Maintenance personnel
• Equipment Details
• Production Plans
• SOP and SMP
• PM, PdM and other Repair Plan
• Major Overhauls
• Spares and Consumables
• Tools, Tackles and Facilities
• Material Handling Equipment

FUNCTIONS
• Lubricating
• Repairs
• Cleaning
• Adjustments
• Checking
• Replacement
• Overhauls
• Align, Balance
• Test, Calibrate

OUTPUTS
• Availability
• Reliability
• Increased safety
• Less Interruption
• Better Product Quality
• Better upkeep of machines
• Long life of Equipment
• Less overall cost and better profitability

Controls
• Follow ups and Reviews
• Meetings
• Periodical reports
• Completion Reports
• Assessment and Surveys
• Suggestions
• Corrections and Augmentations
• Other control measures

EFFECTIVENESS
• Maintenance Labour Productivity
• Maintenance Downtime
• MTBF / MTTR / MTTF
• Reliability and Availability
• Maintenance Expenses
• Capability and Conditions of Equipment
• Quality and Timely Delivery of Contracted Jobs
• Spares and Material Availability

PRINCIPLES OF
MAINTENANCE
• Plant management in maintenance work
• Maintenance objectives Vs. Plant Production
• Establishment of Work Order and Recording Systems
• Information based Decision Making
• Adherence to Planned Maintenance Systems
• Planning of maintenance functions
• Manpower for maintenance
• Work force control
• Quality and availability of spare parts
• Training of the maintenance workforce

PRODUCTIVITY
• Measure of economic efficiency which shows how

effectively economic inputs are converted into output
• Productivity = Output / Input
• Maintenance Productivity metrics:

• Downtime due to failure
• Downtime due to maintenance itself like PM, PdM
• Cost of manpower
• Spare Parts stock expenses
• Tools, instruments, transport etc for maintenance

QUALITY AND QUALITY
CIRCLE
• Quality of Design
• Quality of Product
• Quality of Process
• Quality of Service
• Quality of Maintenance
• Quality Circle
• Change of attitude
• Self Development
• Development of Team spirits
• Problem Solving and Consensus Building

RELIABILITY
• Reliability is the probability that an item will continue to

perform its intended function without failure for a
specified period of time under stated conditions
• Reliability Engineering covers all aspects of product’s life

from its conception, subsequent design and production
processes with maintenance support and availability

IMPORTANCE
• Reputation of the company

• Customer Satisfaction
• Warranty costs
• Cost Analysis
• Customer requirements
• Competitive advantage

TOOLS AND TECHNIQUES
• Reliability block diagrams

• FMEA
• FMCEA
• Failure tree analysis
• Reliability growth analysis
• Quality tracking and management system
• FRACAS: Failure Reporting Analysis and Corrective
Action System

MAINTAINABILITY
• It is the inherent property of the system design pertaining

to ease, accuracy, safety and economy in performing
maintenance functions
• Design for maintainability
• KISS : Keep it Simple, Stupid
• Use modular design to divide the system into physical and
functional modules
• MAINTENANCE PREDICTION
• Mean time to repair
• Mean corrective maintenance time
• Mean preventive maintenance time
• Mean corrective maintenance time

AVAILABILITY
• It is the probability that an item under the combined

influence of reliability, maintainability and maintenance
support will be able to fulfill its required function over a
stated period of time
• UPTIME / [UPTIME + DOWNTIME]

WORLD-CLASS
MAINTENANCE
OBJECTIVE
– Improve Communication and Reporting
– Optimum Utilization of Resources
– World-Class Levels of O.E.E
– Asset Care Management
– Enhance Plant Availability and Equipment Maintainability
– Cost-Effective Maintenance
– Upgrading Skills of Workmen
– Operational Safety, Hygiene & Environment

PILLARS OF WORLD-CLASS
MAINTENANCE
 Maintenance organization
 Maintenance information system
 Maintenance planning, scheduling & control
 Overall equipment effectiveness & benchmarking
 Maintenance prevention & maintainability improvement
 Autonomous maintenance
 Maintenance cost reduction
 Maintenance training & development

MAINTENANCE
ORGANIZATION
• OBJECTIVE
– Increasing Productivity of Workmen
– Improving Coordination between Levels and Disciplines
– Assigning Responsibilities and Increasing Accountability
– Creating Healthy and Competitive Work Environment
• MAINTENANCE ORGANIZATION STRUCTURE

– Mechanical
– Electrical & Instrumentation
– Engineering Services

LEVELS
• LEVEL 1: PRESIDENT
• LEVEL 2: VICE PRESIDENT
• LEVEL 3: AGM/DGM/GM
• LEVEL4: MANAGER/ DY. MANAGER
• LEVEL5: ENGINEER/ SR. ENGINEER

TABLE 1
RESPONSIBILITIES MATRIX - LEVEL W ISE
S.No RESPONSIBILITY 1 2 3 4 5
1 EQUIPMENT MAINTENANCE
a W ork Distribution
b Repair
c Replacement
d Maintainability
2 BUILDING MAINTENANCE
a Roofs, Floors, Partitions
b Buiilding Services Equipment
c Minor Construction & Rearrangement
3 ROUTINE & PREVENTIVE MAINTENANCE

a Inspection
b Lubrication
c Condition Monitoring
4 MATERIALS MANAGEMENT
a Indent Preparation
b Inventory Control
c Spares Availability
d Stores Expenses
5 VENDOR DEVELOPMENT
a Monitoring Jobs
b Contractor's Expenses
6 BUDGETARY CONTROL Execution

a Budget Preparation
b Budget Monitoring Planning
7 EMERGENCY PLANNING Control
8 PERSONNEL MANAGEMENT
a Labour Relations
b Overtime & Absenteeism Monitoring
9 TRAINING & DEVELOPMENT

a Training of workers
b Training of staff
c Autonomous Maintenance
10 RECRUITMENT & PLACEMENT

a Selection of staff
b Internal Mobility
11 PERFORMANCE APPRAISAL
a Staff
b W orkers
12 W CM & ISO CONCEPT
13 MIS
a Report Generation
b Analysis
c Action Plan
14 COMMUNICATION
15 AUDITING & BENCHMARKING

NEED FOR ENGINEERING
SERVICES DEPARTMENT
ENGINEERING SECTION
– PLANNING
• NDT and Condition Monitoring

• Preventive Maintenance Schedule
• Lubrication and Inspection Schedule
• Status of Critical Equipment
• Listing of Delayed Jobs
• Block and Special Repairs
• Vendor Development
• Technical and Design Related Jobs

– CONTROL
• Sub-stores Management
• Inspection of Material for Quality Control
• Cost Control
• Budget Preparation
• Scheduling Compliance
• Status of Ordered Material
• Auditing
• Standardization

• INDUSTRIAL ENGINEERING
– Time Study
– Method Study
– Manpower Study
– Man-Material-Movement Study
• SAFETY
• FIRE-FIGHTING
• INDUSTRIAL TRANSPORT

EXISTING MAINTENANCE
RECORDS
 Equipment Downtime Register
 Equipment History Card
 Pending Jobs Register
 Breakdown and Corrective Action Plan
 Idle and De-rated Equipment Register
 Indent Preparation Register
 Job-Order for EDD
 Lubrication Norms and Stock Register

MIS REPORTS
 LEVEL A: PRESIDENT / VICE PRESIDENT (LEVEL 1-2)
 LEVEL B: GM/DGM/AGM/MANAGER / DY. MANAGER

(LEVEL 3,4)
 LEVEL C: ENGINEER/SR. ENGINEER

(LEVEL 5)

TABLE 2
MIS REQUIRMENTS - LEVEL WISE
S.No MIS REQUIREMENTS Level Level Level

A B C
1 EQUIPMENT DETAILS
2 TIME STUDY
3 METHOD STUDY
4 MANPOWER STUDY
5 MAN-MATERIAL MOVEMENT STUDY As and when
6 DAILY PLANNER required
7 EQUIPMENT HISTORY RECORD
8 DOWNTIME RECORDS Daily
9 MAJOR BREAKDOWNS WITH CAUSES
10 PENDING JOBS Weekly
11 LUBRICATION SCHEDULE
12 OVERHAULING Monthly
13 EDD / WORKSHOP JOBS
14 SAFETY RECORDS Quarterly
15 STORES ISSUES & EXPENSES
16 OVERTIME & ABSENTEEISM RECORDS Yearly
17 CONTRACTOR JOBS & EXPENSES
18 CONCEPTUALISATION OF NEW SCHEMES
19 BUDGET
20 STATUS OF ON-GOING SCHEMES
21 IDLE / DERATED EQUIPMENT
22 SPARES & INVENTORY
23 TRAINING RECORDS
24 APPRAISAL RECORDS
25 WCM STATUS AND IMPLEMENTATION

TABLE 3
EXECUTIVE SUMMARY REPORT (MAINTENANCE) LEVEL A
MONTH: AVERAGE FIBRE PRODUCTION: MACHINES:
S.No PARTICULARS UNIT PC 1 PC 2 PC 3 REMARKS
vis spg aux vis spg aux CS2 H2SO4
A AVERAGE PRODUCTION TPD

B DOW NTIME
Severeity Index
Frequency Index
C CRITICAL EQUIPMENT
1 PLANNED
a Preventive %
b Others %
2 UNPLANNED
a Mechanical %
b Electrical %
c Instrumentation %
d Process %
e Power %
f Others %
TOTAL (1 + 2) %
3 MAJOR BREAKDOW NS Nos.
AFFECTING PRODUCTION
4 PRODUCTION LOSS Tons
%
C EXPENSES lacs
1 Stores Norms
Deviation
Stores Inventory
Pending Orders
2 Contractor's Norm
Deviation
D LABOUR
1 Overtime Mandays
a Absenteeism
b Others
2 Accidents
a Severeity Index
b Frequency Index
E NEW SCHEMES
1 Total Schemes Nos.
a Schemes Completed Nos.
b Delayed Schemes Nos.
c Non-saving Schemes Nos.
d Saving Schemes Nos.
2 Sanction Amount lacs
a Expenditure lacs
b Deviation
SUPPORTING FORMATS
LEVEL B
– Downtime Format
– Stores Expenses
– Contractors’ Expenses
– Overtime Analysis
– Accident Analysis
– New Schemes Status
– Departmental Expenses Summary

LEVEL C
– Downtime Records
– Stores Expenses
– Contractor’s Register
– Overtime Analysis
– Safety Register

MAINTENANCE SYSTEMS
 Breakdown Maintenance
 Routine Maintenance
 Planned Maintenance
 Preventive Maintenance
 Predictive Maintenance
 Corrective Maintenance
 Design-out Maintenance
 Contract Maintenance
 Total Productive Maintenance
 Opportunity based Maintenance
 Autonomous Maintenance
 Reliability Centered Maintenance
 Quality Maintenance

MAINTENANCE PLANNING &
SCHEDULING
 PLANNING
– Job Order
– Job Order Priority System
– Planning Equipment Breakdown
– Planning Shut down Program
 SCHEDULING
– CPM / PERT/ PRECEDENCE DIAGRAMMING
– SCHEDULING REPETITIVE JOBS
– PREVENTIVE MAINTENANCE SCHEDULING

MAINTENANCE CONTROL
 Unreported man-hours
 Scheduled man-hours
 Scheduling Compliance
 Performance of Completed Jobs
 Backlog
 Emergencies and Overtime
 Non-Productive Work
 Work Classification

SAFETY MANAGEMENT &
PROCEDURES
 SAFETY ASPECTS
 Personnel Safety
 Facility / Situational Safety
 Safety of the Surroundings
 Environmental Effects
 Information Systems
 SAFETY AUDIT
 Audit Checklist
 Audit Sheet
 HAZOP STUDIES
 FMEA: FAILURE MODE EFFECT ANALYSIS

ASSET CARE MANAGEMENT
 PHASES
– Condition Cycle
– Measurement Cycle
– Improvement Cycle
 TOOLS & TECHNIQUES

– Problem Solving Approach
– P-M Analysis
– Why-Why Analysis
– Best Routine Practices

OVERALL EQUIPMENT
EFFECTIVENESS (O.E.E)
O.E.E. = AVAILABILITY x PERFORMANCE RATE x
QUALITY RATE

BENCHMARKING
PARAMETERS
 AVAILABILITY
 Downtime/ MDT / MTBM
 PERFORMANCE RATE
 Standard Production
 Target Production
 Actual Production
 QUALITY RATE
 Actual Quality
 Deem Quality
 SEVERITY INDEX
 FREQUENCY INDEX
 OPERATIONAL AVAILABILITY

NEED-CUM-OPPORTUNITY
BASED MAINTENANCE
 DEFINING NEED
 Repair or Replacement
 Predictive Maintenance
 Modification / Schemes
 DEFINING OPPORTUNITY
 Quality Change
 Accumulation Clearing
 Power Failure
 Breakdown
 Target is lower than Capacity
 Lower Viscose Generation
 Preventive Maintenance
 Planned Stoppage
GUIDELINES FOR NOBM
 Department should be aware of stoppages

 STJ : <2 hrs. MTJ: 2-4 hrs. LTJ: > 4hrs.
 STJ: Quality Change, small breakdowns
 MTJ: Accumulation clearing, Planned Stoppages
 LTJ: Preventive Maintenance
 Critical Jobs first
 CREATING OPPORTUNITY
 Job can wait only upto 24 hrs : Breakdown
 Job can wait between 24-72 hrs : NOBM
 Job can wait more than 72 hrs : Planned Stoppage

TABLE :13
NEED-CUM-OPPORTUNITY BASED MAINTENANCE
S.No Need Identification Eqpt. Nature Discipline Job Duration Job Performed Waiting (hrs.) Stoppage Completion Status
Date Time Description STJ MTJ LTJ (Opportunity) <24 24-72 > 72 SCH.NOBM B/D Date Time

MAINTENANCE PREVENTION
 METHODS
 Design Change
 Size Change
 Material Change
 Process Improvement
 Vendor Change
 MAINTAINABILITY IMPROVEMENT
 Improve Service Procedures
 Improve Testing Procedures
 Improve Skills of Labor
 Availability and Quality of Service Parts
 Adopt Condition Monitoring Techniques
EXPERT CELL
 FUNCTIONS
– Study Equipment History Record, Failures and Corrective
Actions
– Identify Repetitive Failures and Suggest Action Plan
– Maintainability at Design Stage
– Maintainability along the Flow of Material
– Adopt Maintenance Prevention Techniques
– Evaluate Results of Condition and Vibration Monitoring
– Decisions on Reconditioning and Replacement
– Decision on Annual Maintenance Contract
– Life Value Analysis
– Cost Benefit Analysis, ROI, IRR, Payback Period

INSPECTION CELL FOR
MATERIAL QUALITY CONTROL
 FUNCTIONS
– Inspection of Raw Material
– Inspection of Work-in-Progress
– Inspection of Finished Products
– Inspection of Spares
– Inspection of Workmanship
– Study Design Specifications and Materials Recommended
– Search for Alternative Material, if Spares not Available
– Vendor Selection
– Warranty Period by Vendors

AUTONOMOUS
MAINTENANCE
 GOAL
– Detecting and Dealing with Equipment Abnormalities
– Maintenance Activity to be Performed by Operators
– Good Work-Culture
– Continuous Cleaning and Inspection
– Better Asset Care Management
 FUNCTIONS:
– Prevent Equipment Deterioration through Correct Operation
– Bring Equipment to Ideal State
– Establish Basic Equipment Conditions

COST REDUCTION
TECHNIQUES
 MAINTENANCE BUDGETING
 Monthly Basis (Norms)
 Stores Running Items
 Stores Indent Items
 Contractors’ Bill
 Building
 Painting
 Yearly Basis (Sanction)
 Replacement as per agreed life norms
 Overhauling as per life
 Modifications / plant Reliability

 Time to Time Scheme
 Savings
 Life Value Analysis
 Technology Change
 Suggestions from unit heads
 STORES ITEMS CONSUMPTION CONTROL
 Regular Items
 Life Value Analysis
 Top 10 high value items: Plant-wise
 Top 10 high value items : Item-wise
 Top 10 high consumption item but low value
 Imported Items
 Critical Items

SPARE PARTS
MANAGEMENT
 STANDARDIZATION
– Simplification
– Variety Reduction
– ABC/ VED/MUSIC-3D Analysis
– Listing of Slow Moving Items
– Discarding Obsolete Items
 RECONDIONING Vs. REPLACEMENT
 ANNUAL MAINTENANCE CONTRACT
 LIFE CYCLE COSTING

ANNUAL MAINTENANCE
CONTRACT (AMC)
 FACTORS
 Criticality
 High Maintenance Cost
 Spares Unavailability
 Spares Very Costly
 Specialized Tools and Instrument Unavailability
 Proper Skills Unavailable
 EQUIPMENT UNDER AMC
 In Motion Weigh Bridge
 Avery Weigh Bridge
 Mechanical Balancing
 Precision test Bench for Calibration
 Air Compressors
LIFE CYCLE COSTING
 LIFE CYCLE COST

– Specification Cost
– Design Cost
– Production Cost
– Installation and Commissioning Costs
– Operating Costs
– Maintenance Costs
– Disposal Costs

TABLE :17
LIFE CYCLE COSTING OF BELT PRESS 1
EQUIPMENT : BELT PRESS 1
DEPARTMENT : EFFLUENT TREATMENT PLANT
Date of Installation: 19.03.1997
S.No Cost Item 1997 1998 1999
(in Rs.) (in Rs.) (in Rs.)
1 Manufacturing Cost 20.00

2 Erection Cost
Process 0.00
Mechanical 1.25
Electrical 0.75
Civil 3.00
Instrumentation 0.00
Others 0.00
3 Total Erection Cost 5.00
4 Total Initial Cost 25.00
5 Value (using crf) 25.00 28.00 31.36
6 Operating Cost
Steam Cost 0.00 0.00 0.00
Power Cost 4.82 4.82 4.82
W ater Cost 1.49 1.49 1.49
Maintenance Cost
Mech. 1.42 1.95 1.88
Elect. 0.07 0.10 0.1
Civil 0.00 0.00 0.00
Instru. 0.10 0.10 0.10
Others 0.00 0.00 0.00
7 Manpower Cost 0.60 0.60 0.60
8 Inventory Cost 0.60 0.60 1.00
9 Total Operating Expenses 9.10 9.66 9.99
10 Cumulative Operating Cost 9.10 18.76 28.75
11 Total Annual Cost 34.10 46.76 60.11

12 Average Cost Period 34.10 23.38 20.04
MAINTENANCE TRAINING
 LEVELS OF TRAINING
– Worker
– Supervisor
– Executive
 TRAINING MODULE FOR WORKERS
 TRAINING AREAS FOR MAINTENANCE EXECUTIVES

TABLE : 18
TRAINING AREAS FOR MAINTENANCE EXECUTIVES
S.No Training Areas Level A Level B Level C
Top Middle Lower
Mgmt. Mgmt. Mgmt.
1 Process Description and Parameters

2 Equipment Know-how
3 Criticality Assessment of Equipment
4 Autonomous Maintenance
5 Lubrication Management & Practices
6 Cleaning and Inspection
7 Abnormality Detection
8 Maintenance Engineering
9 NDT,Condition and Vibration Monitoring
10 Maintenance Information System
11 Maintenance Systems & Procedures
12 Maintenance Planning & Control Level C
13 Safety Procedures in Maintenance
14 Statutory Requirements Level B
15 Reliability, Maintainability & Availability
16 Lubrication Management & Practices Level A
17 Financial & Budgetory Control
18 Cost Reduction Techniques
19 Trouble Shooting
20 Minimising Scrap, Rework, Wastage
21 Stores Management
22 Standardization
23 Spare Parts Management
24 Life Value Analysis,Reconditioning & Replacement
25 NOBM Concept and Implementation
26 Worker's Utilisation & Contractor's Work Supervision
27 Industrial Relations
28 Team Building & Conflict Management
29 Advancements in Maintenance
30 World Class Maintenance
BENEFITS OF WORLD-CLASS
MAINTENANCE
 Maximum O.E.E/ O.P.E
 Enhanced Availability
 Improved Maintainability
 Reduced Costs
 Improved Communication
 Improved Reporting Channels
 Role Clarity
 Safety Conscious
 Feeling of Belongingness
 Feeling of Ownership

 Improved Planning, Scheduling & Control
 Better Time Management
 Improved Maintenance Prevention Techniques
 Improved Decision Making
 Valued by Customers and Employers
 Clean Environment and Environmentally Clean
 Good Corporate Image

Maintenance and Safety (ENGG ZC242)
Dr. Samir Kale
Lecture 2
BITS Pilani
Pilani Campus
BITS Pilani
Pilani Campus
Recap of L#1
What is Maintenance?
 Maintenance is an age old function which developed &
progressed, knowingly or unknowingly, along with the
operation of equipments.
 Maintenance refers to all the activities which assist in

keeping plant & equipment in good condition.
 Any activity such as tests, measurements, replacements,

adjustments and repair, intended to restore or retain a
functional unit in a specified state in which the unit can
perform its required functions.
70
Maintenance Definitions
 Maintenance is not merely preventive maintenance,

although this aspect is an important ingredient.
 Maintenance is not lubrication, although lubrication is

one of its primary functions.
 Maintenance simply a frenetic rush to repair a broken

machine part or building segment, although this is more
often than not the dominant maintenance activity.
71
 Maintenance is a science since its execution relies,
sooner or later, on most or all of the sciences.
 It is an art because seemingly identical problems
regularly demand and receive varying approaches and
actions and because some managers, foremen, and
mechanics display greater aptitude for it than others
show or even attain.
 It is above all a philosophy because it is a discipline that
can be applied depending upon a wide range of variables
that frequently transcend more immediate and obvious
solutions.
72
 Maintenance is a philosophy because it must be carefully
fitted to the operation or organization. it serves as a fine
suit of clothes is fitted to its wearer because the way it is
viewed by its executors will shape its effectiveness.
 A set of activities that ensure any physical asset to
continue its intended functions to the standard of
performance desired by the user.
 All actions which have the objective of retaining or
restoring an item in or to a state in which it can perform its
required function. The actions include the combination of
all technical and corresponding administrative,
managerial, and supervision actions
73
Purpose of Maintenance
• To reduce the business risks

• Immediate reaction to emergencies and over-power
problems
• To support the end user during various scenarios of a
device’s life cycle be it configuration, commissioning,
parameterization, diagnosis, repair, firmware update, asset
management, audit training etc.
74
Maintenance Functions
• To get a smooth, reliable and cost effective maintenance

in a company, different functions in the company has to
be coordinated and not only the maintenance
department alone.
• It affects the economical, technical and organizational
nature of a system.
• Maintenance functions can be grouped in two
categories:-
• Basic functions
• Composite functions
75
Basic Functions
• Replace
• Repair
• Overhaul – To restore an item to a completely
operational condition as required by maintenance
standard in appropriate technical publications.
• Rebuild – Action necessary for the restoration of
unserviceable equipment to a like new condition in
accordance with original manufacturing standards.
• Service/ lubricate
• Inspect/check
• Test
76
Basic Functions
• Adjust – To maintain, within prescribed limits, by bringing

into proper or exact position, or by setting the operating
characteristics to specified parameters.
• Align – To adjust specified variable elements of an item
to bring about optimum or desired performance.
• Calibrate- To determine and cause corrections to be
made or adjusted, on instruments or test, measuring
equipment used in precision measurement.
• Measure
• Winding
• Install
77
Composite Functions
• Protecting the building, structures and plants/factories

• Reducing downtimes and increasing equipment
availability, also helping in increasing equipment
utilization
• Analyze repetitive failure and arrange their elimination
• Forecast maintenance spares, tools and consumables
and help their procurement and inventory management
• Controlling and directing labour forces
• Economy in maintenance department
• Maximizing utilization of available resources
78
Composite Functions
• Ensuring safety of installation and reducing

environmental pollution
• Cost reduction and cost control
• Preparing maintenance budgets
• Waste reduction and waste recovery
• Improving technical communication
• Training of maintenance personnel on related jobs etc
79
• Again maintenance functions can be of two types
 Primary Functions
 Secondary Functions
80
Maintenance Functions
Primary Functions
– Maintenance of existing plant equipment
– Maintenance of existing plant buildings and grounds
– Equipment inspection and lubrication
– Utilities generation and distribution
– Alterations and new installations
Secondary Functions
– Storekeeping
– Plant protection
– Waste disposal
– Salvage
– Insurance
– Other services
81
Maintenance Levels
• Time for maintenance ( duration of maintenance)

• Frequency of maintenance ( Daily, Weekly, Monthly etc)
• Quality of maintenance
• Organizational level :- Daily servicing, maintenance

checks, inspections for condition, exchange of
components etc.
• Intermediate level :- Repairs on/off the equipment,

Extended periodical inspections
82
Maintenance Objectives
Operational
– Maximum operating efficiency of plant
– Maximum availability of plant
– High Quality performance
– Safety
– To maintain a plant clean & good appearance
– To extend Plant life to the last limit
– To reduce environmental impact due to machinery etc
– To provide service that will avert all breakdowns at all times at any cost.
Cost
– Minimize maintenance expenditure and maximize profits
– To provide activities with in the limits of budgetary control
83
Maintenance Responsibilities
• Proper care and maintenance of equipments to achieve

desired availability
• Ensure maintainability of old and new installations
• Identify and correct chronic and costly equipment
problems
• Coordinate with operation for safe operating practices
• Review major purchases to assure correct specification
and design
• Help in proper inventory control
• Failure analysis
• Budgeting maintenance costs etc.
84
Maintenance Benefits
 Financial
 Organizational
 Technical
 Human
 Customer relations
85
Financial Benefits
 Extended Plant Life
 Uninterrupted production
 Improved quality of production
 Reduced production delays
 Reduced cost of repairs
86
Organizational Benefits
 Co-ordination between production and maintenance
 Man power planning
 Planning of deliveries
87
Technical Benefits
 Improved equipment suitability
 Build up of technical data
 Improved maintenance schedules
 Improved plant condition
88
Human considerations
Benefits
 Increased Safety
 Improved House keeping
 Less friction between relationships
89
Customer relationship
Benefits
 Reliable delivery calls
 “Show case” house keeping
90
Maintenance Policy
 Scope and limits of maintenance
 Type and level of service expected
 Responsibilities to management
 Personal Practices
 Trade union contracts
 Budget and financial controls
91
What does maintenance really
do?
• Repair, lubrication, overhaul, inspection, replacement of
parts
• Training of the maintenance staff
• Training of the production staff
• Testing parts for suitability
• Planning of servicing schedules
• Improvement and modifications of plant
• Production of spare parts
92
Maintenance System of Today
 Protecting the buildings, structures and plants.

 Increase equipment availability & reducing
downtime.
 Controlling & directing labour forces.
 Economy in maintenance department.
 Maximum utilization of available resources.
 Preparing maintenance budgets.
 Emphasis on waste recovery.
 Improving technical communication.
 Preventing waste of tools, spare and other materials.
93
For achieving these objectives various
control functions & actions are to be taken
which would be discussed in subsequent
chapters.
94
BITS Pilani
Pilani Campus
Productivity, Quality, Reliability and Maintainabilty
Lecture # 2
Learning Objectives
 Productivity
 Quality
 Need of Engineering reliability
 Reliability process and improvement
 Reliability assurance and testing
 Reliability through redundancy
 Maintainability
 Maintainability vs. reliability
 Maintainability improvement
 Some common errors affecting maintainability
96
PQRM
Reliability Quality
(function) (function)
Operation and Improved

Deliverability
Availability productivity Profitability
(output)
(uptime) (money)
(efficiency)
Maintainability
97
Productivity
• It is a measure of economic efficiency which shows how

effectively economic inputs are converted into output.
• It is measured by comparing the amount of goods and

services produced with the inputs, which were used in
production.
• It is the ability to produce more with the same or less

input, are a significant source of increased potential
national income.
98
The Economic System
Transforms Inputs to Outputs
Inputs Process Outputs
Land, The economic system Goods

Labor, transforms inputs to and
Capital, outputs at about an Services
Manageme annual 2.5% increase in
nt productivity (capital 38%
of 2.5%), labor (10% of
2.5%), management (52%
of 2.5%)
Feedback loop
2-99
Productivity
• It shows the changes from period to period in the amount

of goods and services produced per hour.
• Different industries have their own matrices (criteria) to

indicate the change in maintenance productivity
• Such criteria have to be combined from six parameters:
100
 Downtime due to failure – highest expenses
 Downtime due to maintenance itself, including PM and
PdM
 Cost of Manpower
 Spare parts stock expenses
 Tools, instruments, room, transport, soft for maintenance
(investment with no return)
 Equipment condition
• Maintainability is the key factor for maintenance

productivity
101
102
Measures of Productivity
Partial Output Output Output Output

measures Labor Machine Capital Energy
Multifactor Output Output

measures Labor + Machine Labor + Capital + Energy
Total Goods or Services Produced

measure All inputs used to produce them
2-103
Example 1
5,500 Units Produced
Sold for $35/unit
500 labor hours are used
Cost of labor: $25/hr
Cost of raw material: $5,000
Cost of overhead: 2 x labor cost
What is the labor productivity?
What is the multifactor productivity?
2-104
Solution 2: Labor Productivity
 5,500 units/500 hours = 11 units/hour
Or we can arrive at a unitless figure:
 (5,500 units*$35/unit)/(500 hours * $25/hr)

=15.4
2-105
Solution 2: Multifactor Productivity
MFP = Output
Labor + Materials + Overhead
MFP = (5,500 units)*($35)

(500hrs.)*$25/hr. + ($5000) + 2*(500hrs.)*$25/hr.
MFP = 4.52
2-106
Quality and Quality Circle
• It can be defined as the ongoing process of building and

sustaining relationships by assessing, anticipating and
fulfilling stated and implied needs.
• In industrial scenario, Quality is the extent to which

products, services, processes, and inter-relationships
are free from defects, constraints and items, which do
not add value for customers.
• Objective Quality
• Subjective Quality
107
• Objective Quality – Degree of compliance of a process
or its outcome with a predetermined set of criteria, which
are presumed essential to the ultimate value it provides.
• Subjective Quality – level of perceived value reported by

the person/agency, who benefits from a process or its
outcome.
108
Benefits of Maintenance Quality
• Gain insight into how the maintenance function can be

made more reliable, more cost-effective and more
efficient
• Compare maintenance information systems with other
good systems of your industry or other industry
• Align your maintenance program with your TQM
initiatives
• Monitor process techniques
• Keep control check with replacement and life cycle costs
109
Quality Circle in maintenance
• It is a small group of employees doing similar work, Who

voluntarily meet together on a regular basis to identify
problems and improvements in their respective work
areas.
• QC is a method of capturing the creative and innovative
power that lies within the work force
110
Objectives of Quality circles
• To Change in attitude
• To Self development
• To develop of team spirit
• To improve organizational culture etc.
111
Reliability
• The Probability that an item will continue to perform its

intended function without failure for a specified period of
time under stated conditions
• Mission or Assignment Reliability- The ability of an item

to perform its required mission for the duration of a
specified mission (e.g. missile or space ship)
• Basic Reliability – The ability of an item to perform its

required functions without failure for the duration of a
specified mission profile. (products/ processes/ servies)
112
Reliability Engineering
• It covers all aspects of product’s life, from its conception,

subsequent design and production processes, as well as
through its practical use lifetime, with maintenance
support and availability.
• It is the application of reliability concept in engineering or

industries.
113
Need of Engineering reliability
 Reliability can be considered as reciprocal function of the

confidence interval i.e., smaller the gap between successful
occurrences, greater the reliability.
 In statistics analysis the term reliability means-
 The amount of credence placed in a result
 The precision of a measurement as measured by the

variance of repeated measurements of the same object.
114
 For ease of manufacturing or construction of bigger

equipments system grew up. These changes developed
& became more complex to such an extent that the
possibility of failure apparently increased & any fault in
the working caused serious impact on the health or life of
human being.
115
 To cope up with increase occurrences of failures of

equipments or products in service, the new science of
“Engineering Reliability” has came into being.
 Reliability in maintenance jobs is also important.
116
Importance of Reliability
• Reputation of the company

• Customer satisfaction
• Warranty costs
• Repeat business
• Customer Requirements
• Competitive Advantage
117
Few Myths about Reliability management
• Reliability performance is upto the reliability officer/

manager
• The key to high reliability is speedy repair
• You can trust everything on electronic screen
• Reliability is a project
• The craftsmen/ tradesmen is only involved in repairs, not
reliability
118
Reliability process and improvement
 Reliability engineering is the technology concerned with

the predictions, controls, measurements, continuous
improvements in materials & technologies & thus
reduction of equipment failure rates.
 Reliability improvement is a continuous engineering

process. It involves enormous amount of data collection
& their analysis, especially with respect to failure modes
and stresses etc.
119
 Processes essential in reliability study programme:
 Start in the conceptual phase of the product &

continues throughout design, development, production,
testing, field evaluation etc.
 Adequate management & organisational support.
 Proper failure reporting system.
 Proper action plan.
120
 Execution of programme is both technical & managerial

function.
Design aspects for reliability improvement for industrial

equipments :
 Massive over- design when weight, space & cost limits

permit.
 Simplicity & standardisation.
 De-rating of equipments.
 Human engineering & maintainability considerations.

121
Uses
 For maintenance personnel
a) Good frequencies,
b) Estimated need of spare parts & stand-bye equipments,
c) Proper replacement plans.
 For assessing equipment availability.
Equipment effectiveness = ( reliability * availability )
122
Reliability Assurance and
Testing
 Reliability Assurance means how to assure that the

product have required degree of reliability for their
intended function or mission.
 Often overtesting is done to determine the performance

margin & to induce actual failure so that mode of failure
can be examined & possible corrective actions can be
applied.
123
Reliability Assurance and
Testing
 Few common tests:
 Abbreviated life tests
 Failure- repair runs
 Accelerated test
 Test for increased severity
 Test for large sample size
124
Reliability through
redundancy
 If the reliability of individual elements/components can

not improved further, we can duplicate or triplicate those
components to improve the system reliability.
 In industries, redundancy is often adopted in systems

which are needed to run continuously ( such as
hydraulic, pneumatic system etc.) to operate the main
production units.
125
Reliability through
redundancy
 Lets us take case of one pump unit, one valve unit and
one cylinder in hydraulic system assume the probability
of success of each as 70%,90% and 80% respectively.
In non- redundant system. The reliability of the system

(Ps) will be:
Valve=90% Cylinder=80%
Pump=70%
Ps(system)=(70%*90%*80%)=50%
126
Reliability through
redundancy
 Now if we duplicate the pump unit, i.e., add one more
pump unit in parallel along with original pump unit,
system failure on account of pump unit will occur only
when both the pump fails. Reliability can be calculated
as:
Pump-1
Ps(P1)=70%
Pf(P1)=30%
Valve=90% Cylinder=80%
Pump-2
Ps(P2)=70%
Pf(P2)=30%
127
Reliability through
redundancy
 Ps( at least one pump) = 100% - Pf(P1)*Pf(P2)
= 100% - ( 30% * 30% ) = 91%
 Ps(System) = Ps( at least one pump) * Ps(v) * Ps(c)

= 91%*90%*80% = 66 %
 Similarly if we triplicate the pump units ( in parallel)
Ps(System) = 70%
 Thus by redundancy, the system reliability can be

improved.
128
Maintainability
 Maintainability: as a probability that a failed equipment

or system is restored to its operable condition within
specified down time.
 Maintainability differs from repairability to the extent that

maintainability is based on total repair time where as
repairability is based on active repair time.
129
Maintainability
 Good Maintainability, introduced at design stage will

ensure:
 Reliable equipment
 Less defect prone
 Minimum maintenance
 Safe in operation & handling
130
Design for Maintainability
• For design a system or component two principles are to

be keep in mind :
 Minimize maintenance from the beginning
 Get your maintenance people involved
• Few of the considerations for design for maintainability

are :-
131
Design fundamental
• The simple word KISS ( Keep it simple, stupid) applies

well to maintainability
• Use modular design to divides the system into physical

and functional modules
• Some thought must be given to future modifications or

expansions.
132
Standardize, Document and Label
• Using recognized national industry and company

standards and codes is good engineering practice.
• The use of commercial components should also be

considered, of-course meeting required standards.
• Documentation is extremely important in achieving good

maintainability, specifically for the complexity and
sophistication of the system increases.
• Labeling is essential in industries to make system

components easily identifiable.
133
• Make wrong parts difficult to fit
• Exposure of the system to weather, other environmental

concerns and stress generated by other equipment such
as heat, vibration etc. must be considered.
• Streamline Testing, Calibration and Troubleshooting
• Ensure Logistics are logical
134
Maintenance productivity enhancement tools (MPET)
• Standardize the maintenance jobs

• Documented standard maintenance practices with
standard times to accomplish the task
• Repetitive maintenance tasks should be tried for
elimination, With RCA, FMCA etc.
• Follow appropriate maintenance strategy- proactive,
predictive etc.
• Use modern tools like CMMS, TPM, Lean maintenance
etc.
• Proper maintenance audit and effectiveness etc.
135
Maintainability vs. reliability
• Maintainability and reliability jointly affect the equipment

availability for the user.
• A highly reliable equipment may fail rarely. But, if its

maintainability is poor, it takes very long time for repair
once it fails.
136
Maintainability vs. reliability
 The availability of a highly reliable equipment can be

reduced considerably. Similarly, an equipment may have
good maintainability, but if its reliability is poor, it would
fail frequently and availability would be reduced.
137
Maintenance and Safety
Lect # 3 – Maintenance and repair jobs and
technologies
Pilani Campus
138
BITS Pilani
Pilani Campus
Maintenance Jobs and Technologies
Chapter – 3
Learning Objectives
 Inspection and Testing

 Dismantling and assembling
 Inspection and adjustments
 Lubrication
 Maintenance welding
 Maintenance machining
 Plating
 Material improvement
 Maintenance cleaning
140
Inspection and Testing
 Dimension and coordinate measuring
 Surface roughness and flatness checking
 Gauging and calibration
 Optical inspection
 Chemical testing, tensile testing, pressure and flow testing
 NDT and Hardness testing
 Grain size determination
141
Dismantling and assembling
 The most common form of action when a failed

equipment is opened, necessary repair, adjustment or
changing of elements and components are done and the
equipment is fitted back in its position, using common or
special tools.
 Common cares to be taken:
 Check drawing prior to dismantling and mark the item on

the drawing.
142
 Check the job manuals and list down the sequence

Dismantling and assembling.
 Look for bench marks for levels and level pads.
 Use proper tools.
 Prepare joints and surface properly by filing, machining

and cutting etc.
 Proper clamps and supports to reduces vibration.
143
 Cover all dismantled pipe end connection, hydraulic,

pneumatic to prevent ingress of dust and moisture.
 Use of special fitting/assembling aids like level and dial

gauge etc.
 Proper alignment is to be ensured.
 Proper de-pressurising of hydraulic system and putting

leaked oil collection trays before opening any hydraulic
joint.
144
Maintenance Cleaning
 Cleaning of equipment, components, work places and

working tools before taking up maintenance job, during
and after the job is the prime importance but is often not
given due consideration.
 Considered as “Donkey’s job” and is left to unskilled

workmen.
 Kerosene, petrol, carbon-tetrachloride and many other

solvents are used.
145
Maintenance Cleaning
 Cleaning of equipments, components, working tools,

hand or working gloves and workplace before taking
repairs, during and after repairs.
 Use suitable filters during oil changing
 Use Magnetizers in the pipelines
 Scrubbing, etching, skinning and vacuum cleaning can

also be used for cleaning.
146
Lubrication
 Lubricant for machine probably plays the same role as

blood for the human being.
 Selection of lubricant is based on:
 Types of lubricant required,
 Place of use,
 Quality,
 Frequency, etc.
147
Function and failure cause of Lubrication
• Friction and Wear control

• Corrosion Control
• Temperature Control
• Contamination Control
• Power and Work Transfer
148
Maintenance Machining
• Difference between machining and maintenance

machining :- Maintenance machining is done to repair a
damaged component.
• It gives more importance in in-situ machining and

repairs/ reconditioning.
• Maintenance machining includes many jobs
149
• Removing the jammed pins or shafts of a components by
drilling, boring or trepanning in machine shop
• Reconditioning of worn-out bearing journals by boring to

higher size
• Re-drilling of damaged bolt holes of housing and frames

to higher size
• Replacement of damaged cast components etc.
150
In- situ Machining
• On-site machining or In-place Machining
• Portable machine tools are developed

• Machining takes place often in a very short timescale.
• Following tools are used commonly:-
• Facing and boring machine
• Milling
• Reaming
• Screw/thread cutting
• Grinding and Drilling machine
151
Metal Stitching
 Technique of joining cracks/broken surfaces of an

equipment using machining techniques.
 Developed to enable joining without application of heat
 A generic phrase that describes method of repairing

cracks in cast metals without welding
 Where a big section sections of material are missing due

to effects of corrosion or mechanical damage, a patch of
metal can be made to fill the gap and stitched into
position 152
Advantages
• Repairs can be carried out in situ removing need for

dismantling and reassembly
• Can be used on any iron or steel casting of ¼” thickness
or greater
• No heat is applied removing the risk of distortion and
misalignment
• Minimizes down time and lost production in industrial
applications
• Capable of withstanding mechanical and thermal
stresses
• Less expensive than replacement component cost
153
Maintenance welding
 The most common component of maintenance repair
jobs.
 Today maintenance welding is becoming more essential

& popular as it help in repair and reconditioning of costly
components and assemblies.
 Challenges of maintenance welding:
 Dissimilar weld materials
 Materials which as difficult to weld like cast iron
154
Steps involved in maintenance welding
• The need for weld repair and surfacing
• Determination of weld ability
• Analyze and prepare for repair
• Working plan and procedure
• Actual repair and post treatment
155
Determination of weld ability
• Determine the nature and extent of the damage

• Determine the possibility of restoring the structure/
component to usable condition without the use of
welding
• Determine the type of metal used in the damaged part,
whether it was heat treated
• Determine if heat- treating or other equipment or material
will be required in order to make the repair by welding
156
Analyze and prepare for repair
• Make a detailed study of the actual parts that failed and

its location/ associated parts
• Learn the background information concerning the
specifications and design
• Make a list of all the facts so that at the conclusion the
reason of failure would be as accurate as possible
• Take necessary approval from department and other
concerned agencies
• Ascertain availability of welders with necessary
certification
157
Working plan and procedure
• To prepare a written repair procedure for doing either

repair work or alterations
• To recheck the type of material welded
• To select the welding procedure and welding tools/
equipments for the job
• To ensure about safety precaution
158
Plating
 Electroplating, coating, galvanising, tinning and various other
such processes are used in industries for covering freshly
manufactured products and for imparting special properties
and resistances.
 Maintenance plating for repair and maintenance of any

component involves Chromium, Nickel, Cadmium, Zinc and
aluminium plating.
 Selective Immersion-free plating: Recently developed

technique for selective in situ repair and reconditioning of a
big components.
159
Plating
 In this the items need not be dismantled and immersed

in electrolyte. Instead, anodic device is developed into
the surface profile of the component which is to be
plated. Under the effect of electric current, the metal is
deposited over the surface of the component. This is
referred as “brush plating”.
 For more deposit, the electrolyte is made to circulate at

high speed between anode and cathode. This is referred
as “circulation plating”.
160
Plating
 Advantages:
 Huge cost saving by in situ repair of big components.
 Strength and properties of these deposits are better than

that of conventional tank process.
161
Material Improvement
 Material improvement may be needed because:
 Some omission or inadequacy at design stage.
 Change of duty requirement.
 Change in environment.
 Better alternatives.
 Non-availability of some spare parts.
 Technological innovation are leading to development of

new/improved materials and maintenance man should
162
Material Improvement
be aware of such development so that he can select the
best alternative known and available at the time when he
decides to change the material.
 A few such materials are:
 Sintered self lubricating bushes and pads,
 Ultra bronze,
 Ultra high molecular weight poly-ethylene,
 Cast nylon,
 FRP ( Fibre reinforced polymers ).

163
Thanks
164
Lect # 4

Pilani Campus
165
BITS Pilani
Pilani Campus
Defect /Failure List Generation &

Failure Analysis
Chapter – 4
Topics to be covered
 Defect generation
 Defect reporting and recording
 Defect analysis
 Failure analysis
 Fault tree analysis
 Failure mode and effect analysis
 Failure mode
 Effect and criticality analysis
 Equipment downtime analysis
 Breakdown analysis
167
DEFECT / FAILURE
DEFINITION
 Five major sources of defects-
1. Failure- Unintentional damage i.e. bearing seizure, shaft or
gear teeth breakage,
2. Workmanship- Not enough skill or motivation, e.g.
misalignment, poor welding etc,
3. Design- Design not fitting actual requirement an condition
etc,
4. Material- Defect at manufacturing, sourcing, storage or
handling stages etc.
5. Operation- (a) Mal-operation
(b) Operational problems, i.e. pump cavitations or ignoring
vibration etc
168
DEFECT / FAILURE
DEFINITION
 Common industrial failure definitions—
 Failure is any loss that interrupts the continuity of production
 Failure is a loss of asset availability
 Failure is the unavailability of equipment
 Failure is a deviation from the status quo
 Failure is not meeting target expectations
 Failure is any secondary defect; Etc
 Failure Rate- Frequency with which an engineered system

or component fails. It is often denoted by the (lambda).
169
FAILURE MODE & FAILURE
CODE
 FAILURE MODE- Manner in which a system or component
fails. Failure mode generally means the category, type,
style, way, mood or status of a failure event. The term
“Failure mode” is often used in all failure analysis etc.
 FAILURE CODE- It is simply a code that illustrates why an

asset / equipment failed or the reason that the
asset/equipment failed. Code can be a number, which is
cross referenced to a list of actual code (failure codes etc)
descriptions or more conveniently a series of alphanumeric
characters or simply alphabetic abbreviation, that are a
logical abbreviation of their descriptions.
170
FEW BASICS OF FAILURES
 Basic reasons of failure are-
 Fatigue Failures
 Corrosion
 Ductile Overload Failure and Brittle Overload Failure
 Stress concentration
 Contamination
 Wear
 Hydrogen Embrittlement
171
FAILURE GENERATION
 Failures/ defects may be generated or induced at
various stages of equipment/ component life-cycle,
such as—
 Design Stage
 Manufacturing Stage
 Erection Stage
 Commissioning Stage
 Operation Stage
 Maintenance Stage
 Environmental Degradation
172
FAI LURE REPORTING AND
COLLECTION
 The faults, so generated at various stages in different
equipments and assemblies in an industry, are to be
recorded, reported and collected at proper, often
centralized planning section, for analysis and planning
further action.
 Following sources or agencies are used for such jobs-
 From Maintenance Customers
 Maintenance Personnel
 Centralized Inspection Agencies and Inspection Schedules
 Reports of Built-in Test Equipments (BITE)
 Reports of other on-line and off-line monitoring equipments
 Left-over jobs/ problems from previous PM or major repairs,
deferred for want of time or spares or facilities; etc 173
FAI LURE REPORTING AND
COLLECTION
 The failures, so received from various agencies, are to
be compiled equipment-wise and area- wise and
analyzed for taking corrective and preventive actions.
These jobs may be grouped into following categories—
 Fault (Failure) Detection
 Fault Diagnosis and Failure Analysis
174
FAILURE ANALYSIS
 Failure analysis is the process of collecting and analyzing
data to determine the cause of failure and how to prevent it
from recurring.
 Failure Detection/ Analysis tools/ Methods
 Visual examination of dimensions and general physical
features
 Representative specimen/sample selection for truer analysis
 Proper Failure Mode Determination,
 Chemical identification
 Crack detection
 Fracture analysis
 Fatigue analysis
175
Failure Detection/ Analysis
tools/ Methods
 Micro-structural analysis and metallographic analysis
 Electron dispersive analysis by X-ray (EDAX)
 Corrosion and contamination analysis and corrosion meter
 Stress Corrosion Cracking
 Particle Analysis/Identification
 Filter Residue Analysis
 Welding, Soldering and Brazing Analysis
 Vibration Analysis
 Process/Manufacturing Problem Analysis
 Reverse Engineering of Components
 Evaluation of life cycle test failures
176
Failure Analysis in relation to
different maintenance strategies
177
FAULT TREE ANALYSIS
 Fault Tree Analysis (FTA) is a technique for reliability and
safety analysis.
 FTA is a logical, structured process that can help identify

potential causes of system failure used to before the
failures actually occur.
 The most serious event is selected as top event. A fault tree

is then constructed downward by relating the sequence of
events, which individually or in combination can lead to top
event failure.
178
PREPARATION OF A FAULT
TREE
179
FAULT TREE ANALYSIS
 A fault tree analysis is a top-down analysis.

 It takes on a deductive approach defining the events
and sub event, which may cause the top event to occur.
The relationship between these events is governed by
their logical relationship to each other.
 The level that the deductive approach could be taken
down is a basic event.
180
FAULT TREE ANALYSIS
 These basic events can be the failure modes of

components or functions, as identified in the FMECA.
 The fault tree can be represented in a qualitative or
quantitative manner.
 The qualitative fault tree would provide the illustrated or
graphical relationship of the top event and all of its
subordinate events and their basic events. Whereas the
quantitative fault tree includes probability of occurrence
of all the events rolled up to the top event
181
FAULT TREE ANALYSIS
Primary Event Symbols

Gate Symbols
Basic Event
AND
Conditioning Event
OR
Undeveloped Event
External Event
182
FAULT TREE ANALYSIS
OR Gate
No Current
A
A=B + C
A=B Union C
B OR C must occur
B C for event A to occur
Switch A Battery B
Open 0 Volts
183
FAULT TREE ANALYSIS
AND Gate
Over-heated
D Wire
D=E * F
D= E Intersection F
E AND F must occur
for D to occur
E F
5mA Current Power Applied
in System t >1ms
184
FAULT TREE ANALYSIS
 The probability of occurrence can be expressed in

Boolean algebra.
 Therefore the laws apply where in some cases the
Boolean expression could be simplified.
 This would simplify the actual calculation of the final end
event.
 The simplification of the whole Boolean algebra
expression would be important where, for example a
basic event (know failure mode) appeared in more than
one location (branches) in the fault tree.
185
186
FAULT TREE ANALYSIS
 For complex fault trees the use of a dedicated

software programme to build and run the calculations
would be warranted.
 In constructing a fault tree special attention must be
made to the logical relationship between the events.
 It could be easy to have two or more events flowing
into an OR gate when in fact the gate should be an
AND gate.
 This building of a fault tree can be further complicated
by a system's redundant elements and characteristics.
187
FAULT TREE ANALYSIS
Simple fault tree diagram
188
FAULT TREE ANALYSIS
Portion of power plant control system

189
Lect # 5

Pilani Campus
190
EVENT TREE ANALYSIS &
ROUTE CAUSE ANALYSIS
 EVENT TREE ANALYSIS –
 It is a visual representation of all the events, which can
occur in a system.
 The goal of an event tree is to determine the probability of
an event based on the outcomes of each event in the
chronological sequence of events leading up to it. It helps in
FTA and can be considered as part of FTA.
 ROUTE CAUSE ANALYSIS-
 Generic term used commonly to refer to structured problem
solving within organizations.
It considers mainly following four points—
 How does one determine which situations are items/
candidates for root cause analysis? 191
ROUTE CAUSE ANALYSIS
 Finding the route cause.

 Does the removal of the cause entail less resource
expenditure than it takes to continue to deal with the
symptom?
 Removal of route cause.
192
ROOT CAUSE FAILURE
ANALYSIS
 RCFA is a simple yet disciplined process used to
investigate, rectify and eliminate equipment failure, and
it’s most effective when directed at chronic breakdowns.
 Difference Between FA (Failure Analysis), RCA and
RCFA
 FA is general analysis and normally stops at the Physical
Root Causes.
 RCFA indicates conducting a comprehensive analysis
down to all the root causes (physical, human and latent),
but cannot analysis on mechanical/ electrical items only.
 RCA is applicable to more than just mechanical/
electrical situations.
193
FAILURE MODES AND
EFFECTS ANALYSIS
 Technique first utilized in the aerospace industry.
 It is a disciplined approach used to identify possible
failures of product/ equipment or service and then
determine the frequency and impact of the failure and
also its causes associated with the designing,
manufacturing and maintaining of the product.
 Basic steps-
 Define Failure mode
 Identify cause of failure
 Identify effect of failure
 Corrective action
 Strategy to improve 194
COMMON STEPS INVOLVED
IN FMEA
195
FMEA PROCESS FLOW
DIAGRAM
196
FAILURE MODE
RELATIONSHIP IN FMEA
197
When to Conduct an FMEA
• Early in the process improvement investigation

• When new systems, products, and processes
are being designed
• When existing designs or processes are being
changed
• When carry-over designs are used in new
applications
• After system, product, or process functions are
defined, but before specific hardware is
selected or released to manufacturing
A Closer Look
The FMEA Form
Identify failure modes Identify causes of the Prioritize Determine and

and their effects failure modes assess actions
and controls
Specialized
Uses
Types of FMEAs
• Design
–Analyzes product design before release
to production, with a focus on product
function
–Analyzes systems and subsystems in
early concept and design stages
• Process
–Used to analyze manufacturing and
assembly processes after they are
implemented
Team Input
FMEA: A Team Tool Required
• A team approach is necessary.

• Team should be led by the Process Owner
who is the responsible manufacturing
engineer or technical person, or other similar
individual familiar with FMEA.
• The following should be considered for team
members:
– Design Engineers – Operators
– Process Engineers – Reliability
– Materials Suppliers – Suppliers
– Customers
Process Steps
FMEA Procedure
1. For each process input (start with high value inputs),
determine the ways in which the input can go wrong
(failure mode)
2. For each failure mode, determine effects
– Select a severity level for each effect
3. Identify potential causes of each failure mode

– Select an occurrence level for each cause
4. List current controls for each cause

– Select a detection level for each cause
Process Steps
FMEA Procedure (Cont.)

5. Calculate the Risk Priority Number (RPN)
6. Develop recommended actions, assign responsible
persons, and take actions
– Give priority to high RPNs
– MUST look at severities rated a 10
7. Assign the predicted severity, occurrence, and detection

levels and compare RPNs
Information
Flow
FMEA Inputs and Outputs
Inputs Outputs
C&E Matrix List of actions to prevent

Process Map causes or detect failure
Process History modes
Procedures
Knowledge FMEA History of actions taken
Experience
Analyzing
Failure &
Severity, Occurrence, Effects
and Detection
• Severity
– Importance of the effect on customer requirements
• Occurrence
– Frequency with which a given cause occurs and
creates failure modes (obtain from past data if
possible)
• Detection
– The ability of the current control scheme to detect
(then prevent) a given cause (may be difficult to
estimate early in process operations).
Assigning
Rating
Weights
Rating Scales
• There are a wide variety of scoring “anchors”,
both quantitative or qualitative
• Two types of scales are 1-5 or 1-10
• The 1-5 scale makes it easier for the teams to
decide on scores
• The 1-10 scale may allow for better precision in
estimates and a wide variation in scores (most
common)
Assigning
Rating
Weights
Rating Scales
• Severity
– 1 = Not Severe, 10 = Very Severe
• Occurrence
– 1 = Not Likely, 10 = Very Likely
• Detection
– 1 = Easy to Detect, 10 = Not easy to Detect
Calculating a
Composite
Score
Risk Priority Number (RPN)
 RPN is the product of the severity, occurrence,

and detection scores.
Severity X Occurrence X Detection = RPN

BENEFITS OF FMEA
 Improve product reliability, quality and availability.

 Early identification and elimination of potential failure
modes
 Prioritize system/process deficiencies
 Documents risk and actions taken to reduce further risk
 Emphasizes problem prevention
 Minimizes late changes and associated cost, Etc.
209
FAILURE MODE EFFECT
CRITICALITY ANALYSlS
Few special features of FMECA are as follows-
 Criticality analysis
 It has option to assign Risk Priority Numbers (RPN),
 Failure Effects and Severities traced through to system
hierarch
 Multiple failure effects permitted for a single failure mode
 Automatic criticality calculations, Etc.
210
Thanks
211
~ BITS Pilani
Pilani Campus
Maintenance and Safety ENGG ZC242

Work Integrated Learning Program
Dr. Samir R. Kale
LECTURE #6
Safety Aspects
Accidents Nature of
Safety Acceptable Inherent
and loss accident
Programs Risk Safety
statistics process
BITS Pilani, Deemed to be University under Section 3 of UGC Act, 1956

Introduction to Key Safety terms
Safety or loss prevention: the prevention of accidents through the use of

appropriate technologies to identify the hazards of a chemical plant and
eliminate them before an accident occurs.
Hazard: a chemical or physical condition that has the potential to cause

damage to people, property, or the Environment.
Risk: a measure of human injury, environmental damage, or economic loss in

terms of both the incident likelihood and the magnitude of the loss or injury.
SIM Performance to Eliminate Accidents
The traditional approach to TPM was developed in the 1960s and consists of 5S as
a foundation and eight supporting activities (sometimes referred to as pillars).
Safety, Health, Environment Maintain a safe and healthy working Eliminates potential health and
environment. safety risks, resulting in a safer
workplace.
•Specifically targets the goal of an
accident-free workplace.
Safety Indices
Systems Attitude Fundamentals
Time You
Safety Indices
FAR : The FAR reports the number of fatalities based on 1000 employees
working their entire lifetime. The employees are assumed to work a total
of 50 years. Thus the FAR is based on 10' working hours.
The resulting equation is:

Industrial Statistics
Typical Manufacturing and Engine Assembly
Plant
Cummins Assembly Line

Typical Manufacturing and Engine Assembly
Plant
Visualize Hazards and Risks in the Engine Assembly plant
Discussions:
Hazard Identification & Risk Assessment Tools
Applied
(A) Checklist Approach
(B) HAZOP
(C) FMEA
(D) DOW INDEX
(E) Risk Assessment Matrix
Risk Assessment
Tools
Information Flow
Customer Requirements:
SOR, Vehicle Tech Specs,
System Technical Specs_
Product Definition:
Key Product Characteristics, DFMEA
Process Definition:
Process Flow Diagram (PFD),
Product and Process Characteristics
Failure Mode Analysis
PFMEA
Control Strategy:
Control Plan ,
Error proofing
Manufacturing:
Work Instructions & Process Monitoring
Slide Number: 9
Risk Assessment Using Failure Mode Effect
Analysis
Machinery FMEA-Low-volume specialty machinery
Process FMEA – is used to analyze manufacturing and assembly processes
• Focuses on potential product failure modes caused by manufacturing or assembly

process deficiencies.
• Useful in analyzing process steps that can influence the design of machinery, including
selection of appropriate tooling and machinery component parts
Risk Assessment Using Failure Mode Effect
Analysis
Format Proforma
Failure Mode
Failure Modes are the anti-functions or requirements not being met. There are 5 types of
Failure Modes:
1.Full Failure
2.Partial Failure
3.Intermittent Failure
4.Degraded Failure
5. Unintentional Failure
Severity Criteria
The Severity of each effect is selected based on both Process Effects as well as Design
Effects. The severity ranking is typically between 1 through 10.
Typical Severity for Process Effects (when no Special Characteristics / design inputs are
given) is as follows:
2-4: Minor Disruption with rework / adjustment in stations; slows down production (does
not describe a lean operation)
5-6: Minor disruption with rework out of station; additional operations required (does not
describe a lean operation)
7-8: Major disruption, rework and/or scrap is produced; may shutdown lines at customer
or internally within the organization
9-10: Regulatory and safety of the station is a concern; machine / tool damage or unsafe
work conditions
Typical Rankings
1: Prevented through product / process design; error proofed

2: 1 in 1,000, 000
3: 1in 100,000
4: 1 in 10,000
5: 1 in 2,000
6: 1 in 500
7: 1 in 100
8: 1 in 50
9: 1 in 20
10: 1 in 10
Occurence
The Occurrence ranking is an estimate based on known data or lack of it. The Occurrence in
Process FMEAs can be related to known / similar technology or new process technology. A
modification to the ranking table is suggested based on volumes and specific use.
Typical Occurrence rankings for new process technology (similar to DFMEA Occurrence
Ranking) are as follows:
1: Prevented causes due to using a known design standard

2: Identical or similar design with no history of failure
This ranking is often used improperly. The stresses in the new application and a
sufficient sample of products to gain history are required to select this ranking value.
3-4: Isolated failures
Some confusion may occur when trying to quantify “isolated”
5-6: Occasional failures have been experienced in the field or in development / verification
testing
7-9: New design with no history (based on a current technology)
10: New design with no experience with technology
Detection Rankings
1: Error (Cause) has been fully prevented and cannot occur

2: Error Detection in-station, will not allow a nonconforming product to be made
3: Failure Detection in-station, will not allow nonconforming product to pass
4: Failure Detection out of station, will not leave plant / pass through to customer
5-6: Variables gage, attribute gages, control charts, etc., requires operator to complete the
activity
7-8: Visual, tactile or audible inspection
9: Lot sample by inspection personnel
10: No Controls
Template-PFMEA
Risk Priority Number
he Risk Priority Number (RPN) is the product of the three previously selected
rankings=Severity * Occurrence * Detection. RPN thresholds must not be used to
determine the need for action. RPN thresholds are not permitted mainly due to two factors:
Poor behavior by design engineers trying to get below the specified threshold
This behavior does not improve or address risk. There is no RPN value above which an
action should be taken or below which a team is excused of one.
“Relative Risk” is not always represented by RPN
BITS Pilani
BITS Pilani
Case Studies from Manufacturing Plants
A pump was being dismantled for repair. When the cover was removed, hot oil, above its
auto-ignition temperature, came out and caught fire. Three men were killed, and the plant
was destroyed. Examination of the wreckage after the fire showed that the pump suction
valve was open and the drain valve shut [3].
(a) Equipment under repair must be isolated by slip-plates (blinds or spades) or physical
disconnection unless the job to be done will be so quick that fitting slip-plates (or
disconnecting pipework) would take as long as the main job and be as hazardous. If hot
work is to be carried out or a vessel is to be entered, then slip-plating or physical
disconnection must always take place.
(b) Valves isolating equipment under maintenance, including valves that have to be closed
while slip-plates are fitted (or pipework disconnected), must be locked shut with a padlock
and chain or similar device. A notice fixed to the valve is not sufficient.
(c) For fluids at gauge pressures above 600 psi (40 bar) or at a temperature near or above
the auto-ignition point, double block and bleed valves should be installed~not for use as
main isolations but so that slip-plates can be inserted safely (Figure 1-1).
(d) If there is any change in the work to be done, the permit-to-work
must be withdrawn and a new one issued.
Make Sure You Find the Right Line
There was a leak on the line supplying steam to a plant. To avoid a shutdown, a hot tap
and stopple was carried out, that is, the line was by-passed and the leaking section
plugged off (stoppled) while in use. The job went well mechanically, but the leak
continued. It was then found that the leak was not coming from the steam line but
from a hot condensate line next to it. The condensate flashed as it leaked, and the leak
looked like a steam leak [26].
There was a leak on the line supplying steam to a plant. To avoid a shutdown, a hot tap
and stopple was carried out, that is, the line was by-passed and the leaking section
plugged off (stoppled) while in use. The job went well mechanically, but the leak
continued. It was then found that the leak was not coming from the steam line but
from a hot condensate line next to it. The condensate flashed as it leaked, and the leak
looked like a steam leak [26].
Many accidents have occurred because equipment, though isolated correctly, was not
completely freed from hazardous materials or because the pressure inside it was not
completely blown off and the workers carrying out the repair were not made aware of
this.
It is usual to test for the presence of flammable gas or vapor with a combustible gas detector
before maintenance, especially welding or other hot work, is allowed to start. The following
incidents show what can happen if these tests are not carried out or not carried out thoroughly.
Large pieces of equipment or those of complex shape should be tested in several places, using
detector heads at the ends of long leads if necessary
When a man tried to start the building ventilation fans, he found that the control
and power panels had been removed. Contractors were removing surplus
equipment and thought that these panels were supposed to be removed. The
surplus equipment should have been clearly marked [44].
There were four crystallizers in a plant, three old ones and one just installed. A man was
asked to repair A. When he went onto the structure, he saw that two were labeled B and C
but the other two were not labeled. He assumed that A was the old unlabeled crystallizer
and started work on it. Actually, A was the new crystallizer. The original three were called
B, C, and D. Crystallizer A was reserved for a possible future addition for which space was
left (Figure 1-8)..
The labels on two air coolers were arranged as shown in Figure 1-9.
The B label was on the side of the B cooler farthest away from the B
fan and near the A fan. Not unreasonably, workers who were asked
to overhaul the B fan assumed it was the one next to the B label and
overhauled it. The power had not been isolated. But fortunately, the
overhaul was nearly complete before someone started the fan.
Risk Assessment
Risk assessment includes incident identification and
consequence analysis. Incident identification describes how an
accident occurs. It frequently includes an analysis of the
probabilities. Consequence analysis describes the expected
damage. This includes loss of life, damage to the environment or
capital equipment, and days outage. In this unit we will cover the
following
• review probability mathematics, including the mathematics of equipment failure,

• show how the failure probabilities of individual hardware components contribute to
the failure of a process,
• describe two probabilistic methods (event trees and fault trees),
• describe the concepts of layer of protection analysis (LOPA), and
• describe the relationship between quantitative risk analysis (QRA) and LOP
Review of Probability Theory
Equipment failures or faults in a process occur as a result of a complex

interaction of the individual components. The overall probability of a
failure in a process depends highly on the nature of this interaction.
Data are collected on the failure rate of a particular hardware component. With adequate
data it can be shown that, on average, the component fails after a certain period of time.
This is called the average failure rate and is represented by µ with units of faults/time. The
probability that the component will not fail during the time interval (0, t) is given by a
Poisson distribution
~ BITS Pilani
Pilani Campus
Maintenance and Safety ENGG ZC242

Work Integrated Learning Program
Dr. Samir R. Kale
LECTURE #7
Event Tree
Event trees begin with an initiating event and work toward a final result. This
approach is inductive. The method provides information on how a failure can
occur and the probability of occurrence. When an accident occurs in a plant,
various safety systems come into play to prevent the accident from
propagating. These safety systems either fail or succeed. The event tree
approach includes the effects of an event initiation followed by the impact of
the safety systems. The typical steps in an event tree analysis are
1. Identify an initiating event of interest,

2. Identify the safety functions designed to deal with the initiating event,
3. Construct the event tree, and
4. Describe the resulting accident event sequences.
If appropriate data are available, the procedure is used to assign numerical
values to the various events. This is used effectively to determine the
probability of a certain sequence of events and to decide what improvements
are required.
Event Tree
Event trees begin with an initiating event and work toward a final result. This
approach is inductive. The method provides information on how a failure can
occur and the probability of occurrence. When an accident occurs in a plant,
various safety systems come into play to prevent the accident from
propagating. These safety systems either fail or succeed. The event tree
approach includes the effects of an event initiation followed by the impact of
the safety systems. The typical steps in an event tree analysis are
1. Identify an initiating event of interest,

2. Identify the safety functions designed to deal with the initiating event,
3. Construct the event tree, and
4. Describe the resulting accident event sequences.
If appropriate data are available, the procedure is used to assign numerical
values to the various events. This is used effectively to determine the
probability of a certain sequence of events and to decide what improvements
are required.
Event Trees - Overview
Definitions
Steps
Occurrence frequency
Mean Time between Shutdown
Mean Time Between Runaway
Example
Event Trees
Event trees are used to follow the potential course of events as the event moves
through the various safety systems. The probability of success or failure of each
safety intervention is used to determine the overall probability of each final outcome.
An Event Tree is used to determine the frequency of occurrence of process

shutdowns or runaway systems.
Inductive approach
▪ Specify/Identify an initiating even and work forward.
▪ Identifies how a failure can occur and the probability of occurrence
Steps to Construct an Event Tree
Identify an initiating event of interest.

Identify the safety functions designed to deal with the initiation followed by
the impact of the safety system
Construct the event tree
Describe the resulting accident event sequences.
May have been identified during a HAZOP as a potential event that could result in
adverse consequences.
Usually involves a major piece of operating equipment or processing step, i.e. a HAZOP
“Study Node”.
Identify safety functions
From PID, process flow sheet, or procedures find what

safety systems are in place and what their functions
are. These can include things such as automatic
controllers, alarms, sensors, operator intervention, etc.
On you Event Tree write across the top of the page in
the sequence of the safety interventions that logically
occur. Give each safety intervention an alphabetic
letter notation.
Construct the Event Tree
Horizontal lines are drawn between functions that apply

Vertical lines are drawn at each safety function that
applies
Success – upward
Failure – downward
Indicate result of event
Circle – acceptable result
Cross-circle – unacceptable result
Construct Event Tree (cont.)
Compute frequency of failures
B is the failure per demand or the unavailability of safety

function B
Occurrence Frequency
Follow process through with each step to calculate the frequency

of each consequence occurring.
Typically three final results
Continuous operation
Shutdown (safely)
Runaway or fail
Mean time between Shutdown
Mean Time Between Shutdown, MTBS is calculated from:

MTBS=1/occurrences of shutdowns
Mean Time Between Runaway, MTBR is calculated from:

MTBR=1/ occurrences of runaways
Example – Loss of coolant to reactor
Four safety interventions

High temperature alarm
Operator noticing the high temperature
during normal inspection
Operator re-establishes the coolant flow
Operator performs emergency shutdown
of reactor
Example – Loss of coolant
Assume loss of coolant occurs once per year (occurrence frequency

1/yr)
Alarm fails 1% of time placed in demand (failure rate of 0.01

failures/demand)
Operator will notice high reactor temperature 3 out of 4 times (0.25

failures/demand)
Operator will successfully restart coolant flow 3 out of 4 times (0.25

failures/demand)
Operator successfully shuts down reactor 9 out of 10 times (0.10

failures/demand)
Resulting Event Tree Analysis
Example – Possible outcomes
The lettering is used to identify each final outcome.
For instance, ABDE
Indicates that after Initiating event A occurs, that safety

system B failed (high T alarm), that safety system D
failed (the operator was unable to re-start the coolant)
and safety system E failed (the operator was unable to
successful shut down the reactor).
Example – Determination of MTBS
For Mean Time Between Shutdowns take the reciprocal of the sum of all
sequences that resulted in a shutdown. (Example gives 1/.225 = 4.4yrs)
For Mean Time Between Runaway do the same thing with all sequences that
resulted in a runaway. (Example gives 1/0.250 = 40yrs)
What is wrong with the logic of this example
analysis?
What is wrong?
If the operator fails to notice the high

temperature after the alarms fails, then he/she
will never restart the cooling.
In Class Example
Construct an Event Tree and determine the MTBS

and MTBR for a loss of coolant for the reactor
shown in Figure 11-8.
Assume loss of coolant occurs once every three years.
Alarm fails 0.1% of time placed in demand
Operator will notice high reactor temperature 3 out of 4 times
Operator will successfully restart coolant flow 4 out of 5 times
Operator successfully shuts down reactor 9 out of 10 times
Solution – Construct Event Tree
BITS Pilani
BITS Pilani
REACTOR EXPLOSION
3.6  10-4 F/YR
RUNAWAY BURSTING
REACTION DISC FAILS
0.02
Probability
1.8  10-2 F/YR of failure
on demand
FLOW CONTROL TEMPERATURE

LOOP FAILS INTERLOCK FAILS
0.3 F/YR 0.06
FLOW VALVE THERMO -

VALVE FAILS
CONTROLLER STICKS COUPLE &
TO CLOSE
FAILS OPEN RELAY FAIL
0.2 F/YR 0.1 F/YR 0.05 0.01
Probability Probability
of failure of failure
on demand on demand
Gate Symbol Gate Name Causal Relation
Output event occurs if all input events occur

1 AND gate
simultaneously.
Output event occurs if any one of the input events

2 OR gate
occurs.
Input produces output when conditional event

3 Inhibit gate
occurs.
Table 2.1 Gate Symbols

Event Symbol Meaning of Symbols
1 Basic event with sufficient data
Circle
2 Undeveloped event
Diamond
3 Event represented by a gate
Rectangle
Table 2.2 Event Symbols

Event Symbol Meaning of Symbols
4 Conditional event used with inhibit gate

Oval
5 House event. Either occurring or not occurring
House
6 Transfer symbol
Triangles
Table 2.2 Event Symbols

Classification of Failures
Sudden versus gradual failures

Hidden versus evident failures
According to effects (critical, degraded or incipient)
According to severity (catastrophic, critical, marginal or
negligible)
Primary failure, secondary failure and command fault
Component Failure Characteristics
Primary failure: component within design envelope (natural aging)
Secondary failure: excessive stresses (neighboring components, environment,

plant personnel)
Command fault: inadvertent control signals or noises (neighboring components,

environment, plant personnel)
Primary Faults and Failures:Primary faults and failures are equipment malfunctions that
occur in the environment for which the equipment was intended. These faults or failures are
the responsibility of the equipment that failed and cannot be attributed to some external
force or condition.
Secondary Faults and Failures:Secondary faults and Failures are equipment malfunctions
that occur in an environment for which the equipment was not intended. These faults or
failures can be attributed to some external force or condition.
COMPONENT FAILURE CHARACTERISTICS
Command Faults and Failures
Command faults and failures are equipment malfunctions in which the component
operates properly but at the wrong time or in the wrong place. These faults or
failures can be attributed to the source of the incorrect command.
•
when the exact failure mode for a primary or secondary failure is identified, and
failure data are obtained, primary and secondary failure events are the same as
basic failures and are shown as circles in a fault tree.
[ EXAMPLE ]
1) Primary
•Tank rupture due to metal fatigue
2) Secondary
• Fuse is opened by excessive current
• Earth quake cracks storage tanks

• Pressure vessel rupture because some faults external to the vessel
causes the internal pressure to exceed the design limits.
3)Command • Power is applied inadvertently to relay coil.
• Noisy input to safety monitor randomly generate spurious shutdown

signals.
Relationship between Fault Trees and Event Trees Event trees begin with an
initiating event and work toward the top event (induction). Fault trees begin with a
top event and work backward toward the initiating event (deduction). The initiating
events are the causes of the incident, and the top events are the final outcomes. The
two methods are related in that the top events for fault trees are the initiating events
for the event trees. Both are used together to produce a complete picture of an
incident, from its initiating causes all the way to its final outcome. Probabilities and
frequencies are attached to these diagrams.
A reactor experiences trouble once every 16 months. The protection device fails
once every 25 yr. Inspection takes place once every month. Calculate the
unavailability, the frequency of dangerous coincidences, and the MTBC

Maintainenece Safety EC2

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ENGG ZC 242 MAINTENANCE & SAFETY

BITS Pilani Dr. Samir Kale

• Introduction and Maintenance overview

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

• MAINTENANCE ENGINEERING by Sushil Kumar

• MAINTENANCE ENGINEERING AND MANAGEMENT

BITS Pilani, Pilani Campus

• EC1 : QUIZ : 10 MARKS

• EC2 : MID-SEM TEST : 30 MARKS

• EC3 : COMPREHENSIVE EXAM : 40 MARKS

BITS Pilani, Pilani Campus

• The combination of all technical and associated

• Maintenance is about preserving the functions of assets :

• Maintenance Management is a combination of skills,

BITS Pilani, Pilani Campus

• To maximize the availability and reliability of all assets:

BITS Pilani, Pilani Campus

• Repairs and minor alterations to buildings

• Equipment inspection and lubrication

• Utilities generation and distribution

• Alternatives and new installations

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

• Protecting buildings, structures and plants

BITS Pilani, Pilani Campus

• Time for maintenance

BITS Pilani, Pilani Campus

Preventive Predictive Corrective

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

• Measure of economic efficiency which shows how

• Productivity = Output / Input

• Maintenance Productivity metrics:

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

• Reliability is the probability that an item will continue to

• Reliability Engineering covers all aspects of product’s life

BITS Pilani, Pilani Campus

• Reputation of the company

BITS Pilani, Pilani Campus

• Reliability block diagrams

BITS Pilani, Pilani Campus

• It is the inherent property of the system design pertaining

BITS Pilani, Pilani Campus

• It is the probability that an item under the combined

• UPTIME / [UPTIME + DOWNTIME]

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

• MAINTENANCE ORGANIZATION STRUCTURE

BITS Pilani, Pilani Campus

• LEVEL 2: VICE PRESIDENT

• LEVEL4: MANAGER/ DY. MANAGER

• LEVEL5: ENGINEER/ SR. ENGINEER

BITS Pilani, Pilani Campus