WELCOME

Most people become engineers because they

feel at least some affinity for things, be they
Mechanical, Electrical or Structural
This affinity leads them to derive pleasure from
assets in good condition, but to feel offended by
assets in poor condition
- John Moubray

MAINTENANCE
IN
INDUSTRIES
HAT
HY
HEN
HERE

WHAT
?

MAINTENANCE DEFINED
THE

DICTIONARY MEANING

CAUSE TO CONTINUE (OXFORD)

KEEP IN AN EXISTING STATE (WEBSTER)

MODERN

CONCEPT

Ensuring that physical assets continue to do

what their users want them to do

WHAT WE DO IN
MAINTENANCE

MAINTENANCE TASKS
PREVENTIVE
ON RUN

FITCAL

ON SHUTDOWN

FITCAL

REPAIR

REPLACE

CORRECTIVE
REPAIR
REPLACE

Usually opportunities

Usually Planned S/D

AS GOOD AS BEFORE
AS GOOD AS NEW

GENERATIONS OF
MAINTENANCE PRACTICE
REACTIVE
INTERACTIVE
PROACTIVE

MAINTENANCE PRACTICE
REACTIVE
WAIT FOR BREAKDOWN
RUN TO SET
HIGH COST DUE TO
UNSCHEDULED PRODUCTION LOSS
INCREASED EQUIPMENT DAMEGE
SEVERETY
PRE WORLD WAR II

MAINTENANCE PRACTICE
INTERACTIVE
ACTION BEFORE FAILURE
PREVENTIVE ACTION BY CONSTANT

INTERACTION
TIME BASED - SECOND GENERATION
DIFFICULTY IN DECIDING TIME
HIGHER COST IMPLICATION WHEN TIME IS NOT
OPTIMAL

CONDITION BASED THIRD GENERATION

PREDICTION OF FAILURE BASED ON SIGNAL
TECHNOLOGY BASED

MAINTENANCE PRACTICE
PROACTIVE
A MODERN APPROACH
ELEMINATION OF MAINTENANCE NEED

BY DESIGN
USE AND THROW CONCEPT
LIMITED USE IN INDUSTRIES

WHEN &
WHERE
?

PREVENTIVE REPAIR/
REPLACEMENTS
TIME

BASED

Requires Engineering and Managerial skill to

decide the TIME

CONDITION

BASED

Requires Technology support and/or Technical

Expertise

LIMITATION OF TIME BASED PREVENTIVE

MAINTENANCE

Too short interval between shutdowns:

Costly maintenance due to erosion of machine

productive life.
Possibility of human error due to frequent

reassembly resulting in costly breakdowns.

Too long interval between shutdowns:

Increased instances of equipment failures

during operation.

TIME BASED PM SOME

ANSWERS

MANUFACTURERS RECOMMENDATIONS

EXPERIENCE

QUANTITATIVE TECHNIQUES
PROBABILITY CURVE
RELIABILITY AND COST FUNCTION

WHERE PM ?
IS

PM VIABLE IN ALL CASES?

HOW ABOUT CHANGING A
ELECTRONIC CARD - SAY EVERY
YEAR ?
DOES IT HAVE A PREDICTED LIFE ?

FAILURE RATE OF AN
EQUIPMENT
PROBABILITY OF

FAILING AT A

GIVEN TIME

PROBABILITY MAY CHANGE

TIME

WITH

VIABLE PM
WHEN

FAILURE RATE IS INCREASING

WITH TIME
CONSTANT FAILURE RATE NO PM
ACTION BUT WAIT FOR B/D
RUNNING COST IS ALSO A FACTOR

CONDITION BASED
MAINTENANCE
ON-LINE

OR OFF-LINE MONITORING
FREQUENCY OF OFF-LINE
MONITORING
THE DELAY TIME
FAULT OCCURRENCE STATISTICS

TIMELY ACTION

BASED ON
OBSERVATION OF FAULT

WHY
?

WHY MAINTENANCE
The Simple answer is
All systems exposed to real world Deteriorates Maintenance arrests deterioration

Still it is the most undesirable task!!

WHY MAINTENANCE IS NOT DESIRABLE

MACHINE

DOES NOT PRODUCE

WHEN BEING MAINTAINED
COST INCURRED IS HIGH A
SUNK COST?
MAINTAINABILITY IS DOUBTFUL

IDLE ASSET IN SAIL

10

% NONAVAILABILITY
OF ASSETS
MEANS 1500
Crs. LOSS

HOURLY LOSS OF OPERATING PROFIT DUE TO

STOPPAGE OF PRODUCTION
IN MAJOR UNITS OF RSP
DEPARTMENT

LOSS PER HOUR ( Rs.)

COKE OVENS

2 LAKHS 10 THOUSANDS

SINTER PLANT II

1 LAKH

BLAST FURNACE

17 LAKHS 60 THOUSANDS

STEEL MELTING SHOP-II

7 LAKHS 81 THOUSANDS

PLATE MILL

5 LAKHS 15 THOUSANDS

HOT STRIP MILL

21 LAKHS 60 THOUSANDS

COLD ROLLING MILL

19 LAKHS 45 THOUSANDS

SILICON STEEL MILL

2 LAKHS 23 THOUSANDS

ERW PIPE PLANT

1 LAKH 38 THOUSANDS

IMPORTANCE OF MAINTENANCE IN
STEEL PLANT
HEAVY, COSTLY AND

COMPLEX

EQUIPMENT
SUBJECTED TO HEAVY LOAD, SHOCK,
HEAT, DUST ETC.
INTERDEPENDENT UNITS
SERIES CONFIGURATION- SINGLE LINE
DEMANDING PRODUCTION TARGETS
MARKET COMPETITION

Response from a diverse group of

plant managers
Responsible for the costs that could be avoided .
Responsible for hindrance in exploiting
opportunity for additional production (competitive
advantage).
Responsible for under utilization of asset and
human resource.

FACTS ON MAINTENANCE
ENGINEERING
NO

SPECIFIC CURRICULUM IN COLLEGES

NEITHER IN ENGINEERING COURSE

NOR IN MANAGEMENT STUDIES

WIDEST GAP BETWEEN THEORY AND

PRACTICE IN THIS AREA

LITTLE INPUTS AVAILABLE IN LITERATURE
WORLD
SUPPLIER HIDES MANY FACTS

Maintenance - Some more

Perceptions

At the bottom of the management group.

Not highly valued.

How good are maintenance budgets and how
effectively are they utilized?
How many organizations treat maintenance as
a business centre and NOT as a simple cost
centre?

THE PLIGHT OF A MANAGER

QUICK
DELIVERY

COST
REDUCTION

QUALITY
JOB

SAFETY &
ENVIRONMENT

MAINTENANCE SEEMS TO
HAVE PROBLEMS EMBEDDED
IN ITS HISTORY

BUT

Most people become engineers because they

feel at least some affinity for things, be they
Mechanical, Electrical or Structural
This affinity leads them to derive pleasure from
assets in good condition, but to feel offended by
assets in poor condition
- John Moubray

The only Option for

Maintenance fraternity

To be EFFICIENT and EFFECTIVE through

a ROBUST MANAGEMENT SYSTEM

HOW
?

ANAGEMENT IN INDUSTRIES
MONEY
MAN

MACHINE

PERSONNEL
MANAGEMENT

FINANCIAL MANAGEMENT

MATERIAL

MATERIALS
MANAGEMENT

MANAGEMENT TOOLS FOR

MAINTENANCE

PRIOR TO INSTALLATION: 10% OF LIFE CYCLE

ASSET MANAGEMENT /
INVESTMENT MANAGEMENT
(MOSTLY A FINANCIAL MANAGEMENT ACTIVITY)

AFTER INSTALLATION: 90% OF LIFE CYCLE

MAINTENANCE MANAGEMENT
A LESS HEARD JARGON

TODAYS SCENARIO

Humanity continues to depend to an ever increasing extent on

the wealth generated by highly mechanised and automated
business.
We also depend more and more on services such as:
Uninterrupted power supply
Trains running on time

In short, this depends on continued integrity of physical assets.

Equipment failure not only erodes wealth and interrupt
services but threatens our survival with worst accidents and
environmental incidents like:
Chernobyl disaster
Bhopal gas tragedy

TODAYS SCENARIO
There

extent

is a rapidly growing awareness of the

To which equipment failure affect Safety and

Environment
The connection between Maintenance and
product quality
To achieve availability when user require it
To contain cost

MAINTENANCE GOALS
MAXIMIZATION

OF

AVAILABILITY
REDUCTION IN
MAINTENANCE COST
ENSURING QUALITY
PRODUCTION
SAFETY AND ENVIRONMENT

MAINTENANCE OBJECTIVES

STRATEGIC OBJECTIVES

To extend the useful life of Capital Assets

CRITICAL OBJECTIVES

To ensure safety of personnel & Equip.

To control / reduce maintenance cost
To ensure Quality in equipment performance

MAINTENANCE OBJECTIVES

MEDIUM TERM OBJECTIVE

To ensure maximum availability of equipments to

achieve target production
To execute necessary repairs & to carryout systematic
maintenance to ensure the health of equipment
To plan & make available required spares and
consumables of right quality in right quantity
at right time

SHORT TERM OBJECTIVES

To eliminate unscheduled stoppages and break downs

To ensure operational readiness of standby equipment

MAINTENANCE SYSTEMS
CENTRALIZED

SYSTEM

DECENTRALIZED
MIXED

SYSTEM

SYSTEM

CENTRALIZED SYSTEM
ADMINISTRATIVE

CONTROL WITH

CHIEF OF MAINT. OF PLANT

FLEXIBLE
BETTER

RESOURCE MOBILIZATION

INVENTORY CONTROL

STANDARDIZED/

UNIFORM POLICY

DECENTRALIZED SYSTEM
RESPONSIBILITY WITH

HEAD OF

DEPTT.
BETTER CO-ORDINATION BETWEEN
OPERATION
OWNINGNESS
SPECIALIZED JOBS THROUGH
CONTRACTS
NO EXPERTISE

MAINTENANCE ORGANISATION AT SAIL

MIXED SYSTEM

OWNING AND RESPONSIBILITY OF EQUIPMENT

WITH DEPARTMENTS

OVERALL FUNCTIONAL RESPONSIBILITY WITH

CHIEF OF MAINTENANCE SYSTEMS, POLICIES

SUPPORT OF CENTRALIZED EXPERTISE AND

SERVICES

DECENTRALIZED ORGANIZATION

DEPARTMENT LEVEL MAINTENANCE

MAINTENANCE ( MECH & ELECT.) UNDER
HEAD OF THE DEPTT.
SEPARATE GROUPS UNDER HEAD OF MECH &
ELECT.
PLANNING GROUP
INSPECTION GROUP
REPAIR GROUP

CENTRALIZED SERVICES IN MAINTENANCE

CENTRALISZD SERVICES / SUPPORT GROUPS UNDER

GM(MECH), GM(ELECT.), GM(CIVIL)

EXAMPLES :

DESIGN DEPARTMENT
CRANE / ROTATING EQUIP MAINT. DEPT
ENGINEERING SHOPS/ REPAIR SHOPS
CBMS/CMMS
INSTRUMENTATION
AIR CONDITIONING
ELECTRONICS
CIVIL MAINT
STRUCTURAL INSPECTION

SYSTEMATIC MAINTENANCE
APPROACH
DEFINED

MAINTENANCE POLICIES
PLANNED ACTIVITIES
ROBUST LINKAGES BETWEEN
ACTIVITIES
DOCUMENTATION OF ACTIVITIES
AND HAPPENINGS
TRANSPARENT ORGANIZATION

EQUIPMENT DEFINED

PREVENTIVE
MAINT. JOBS

CORRECTIVE
MAINT. JOBS

TIME BASED
JOBS
REPAIR &
REPLACEMENT JOBS

CONDITION
BASED JOBS

JOB EXECUTION
& HISTORY
RECORDING

EXECUTION PLAN
PM1c

BREAKDOWN
RECORDING

INSPECTION JOBS

INSPN.
SCHEDULE

MIS

SMP

MAINTENANCE
JOB CATALOGUE

DEFECT
RECORDING

MIS

ANALYSIS FOR
AVAILABILITY
ROOT CAUSE
REPETITION

DEFECT BASED
JOB LISTING

SHUTDOWN
PLAN
(WEEKLY/
MONTHLY/ ANNUAL)

RE-DESIGN
DECISION

TILL NEXT SESSION ..