MAINTENANCE

PLANNING

Prof. Dr. / ATef A. Aly

SHOUBRA FACULTY OF ENG.
BANHA UNIVERSITY - EGYPT

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 ?… WHAT

• WHAT IS MEANT BY
MAINTENANCE?

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 • Maintenance is an element of a
complete production system.

• Maintenance can be defined as a set of

activities, or tasks, that are related to
preserving equipment in a specified
operating condition, or restoring failed
equipment to a normal operating
condition.
SHENOY, D. and BHADURY, B. 1998

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 • Maintenance comprises any actions
( other than servicing during operation
such as fueling or minor adjustments)
that alter a product or system in such a
way as to keep it in an operational
condition or to return it to an
operational condition if it is in a failed
condition.

BLISCHKE, W. R., and MURTHY, D. N., 2003

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 Input Production Output
Process

Feedback

Production Maintenance Demand for

Capacity Processes Maintenance

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 :Objectives of maintenance

• To control the availability of the

equipment, at minimum resource
cost.
• To extend the useful life of the
equipment.

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 FUNCTIONS OF MAINTENANCE
MANAGEMENT Directing
Maintenance execution of
planning Maintenance
plan

Initiate
Organizing Maintenance corrective
actions if
Maintenance Management schedule slips
Resources

Define
Minimize “process” for
Maintenance performing
maintenance
cost tasks
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 FUNCTIONS OF MAINTENANCE
MANAGEMENT

Maintenance
planning

• Creating Maintenance Schedule.

• Maintenance Policies.

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 FUNCTIONS OF MAINTENANCE
MANAGEMENT

Organizing
Maintenance
Resources
• Resource management:
•Manpower.
•Tools & instruments
•Facilities
•Spare parts
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 FUNCTIONS OF MAINTENANCE
MANAGEMENT

Minimize
Maintenance
cost

• Budgeting
•Minimize cost of holding, downtime,
ordering, etc.

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 FUNCTIONS OF MAINTENANCE
MANAGEMENT

Define “process”
for performing
maintenance tasks

• Work order creation

• Request conversion.
• Quality assurance.

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 FUNCTIONS OF MAINTENANCE
MANAGEMENT

Initiate corrective
actions if
schedule slips

• Tracking maintenance activity to

completion.

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 FUNCTIONS OF MAINTENANCE
MANAGEMENT

Directing
execution of
Maintenance plan

• Effective utilization of resources.

• Monitoring performance.
• Supervisory review.

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 BASIC TYPES OF
MAINTENANCE

Preventive Corrective
Maintenance Maintenance

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 Preventive Maintenance
• These actions generally acquire shutdown
of an operational system and are intended
to increase the length of its lifetime and/or
its reliability.
• Action range from relatively minor
servicing requiring a short downtime, such
as lubrication, testing, planned
replacement of parts or components, to
minor overhauls requiring a significant
amount of downtime.
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 Corrective Maintenance
• Comprises actions taken to restore a
failed product or system to an
operational state.
• The actions involve repair or
replacement of all failed parts and
components necessary for
successful operation of item.

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 Clock-based Design-out
Maintenance Maintenance

Age-based Opportunity-
Preventive
Maintenance Maintenance
based
Maintenance

Condition-
Usage-based
based
Maintenance
Maintenance

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 Clock-based
Maintenance

PM actions which carried out at set

time, e.g. Timing Belt replacement.

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 Age-based
Maintenance

PM actions That based on the age of

the component, e.g. “Age
Replacement” Policy.
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 Usage-based
Maintenance

PM actions That based on the usage of

the component, e.g. tires components of
an aircraft.
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 Condition-
based
Maintenance

PM actions That based on the condition of

the component being maintained through
measuring certain variables such as
vibration, noise, or temperature, e.g.
maintenance of bearing and similar
components.
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 Opportunity-
based
Maintenance

This is applicable for multipoint system,

where a maintenance action (PM or CM)
for a component provides an opportunity
for carrying out PM actions on one or none
of the remaining component of the system.

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 Design-out
Maintenance

This involves carrying out

modifications through redesigning the
component. As a result, the new
component has better reliability
characteristics.
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 Good-as- Minimal
new repair repair

Corrective
Maintenance
Different – Different –
from-new from-new
repair(I) repair(II)

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 Good-as-
new repair

Here, the failure time distribution of the

repaired item is identical to that of a
new one. In real life this type is seldom
occur.
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 Minimal
repair

A failed item is returned to operation with

the same effective age as it possessed
immediately prior to failure. Failures then
occur according to a non-homogeneous
process with an intensity function having
the same form as the hazard rate of the
distribution of the time to first failure.
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 Different –
from-new
repair(I)

Sometimes when an item fails, not only are

the failed components replaced, but also
others that have deteriorated sufficiently.
This action resulted in a change in the
failure time distribution function of all
repaired items, being different from that of
the new item.
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 Different –from-
new repair(II)

In some instants, the failure

distribution of the repaired component
depends upon the number of times the
item has been repaired.
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 ?What is meant by maintainability

• It is the probability that a failed

system can be made operable in
a specified period of time.
(kapur and Lamberson, 1977)

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 ?What is meant by maintainability

•It the ability of an item, under stated

conditions of use, to be retained in, or
restored to, a state in which it can perform
its required functions, when maintenance is
performed under stated conditions and using
prescribed procedure and resources.
( According to BS 4778)

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 Maintainability performance requirements

• The maintainability performance to be

achieved by the design of the item.
• The constraints that will be placed on the use
of the item which will affect maintenance.
• The maintainability program requirements to
be accomplished by the supplier to ensure
that the delivered item has the required
maintainability characteristics.

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 ?What is meant by Reliability
• The reliability of a product or system
conveys the concept of dependability,
successful operation or performance, and
the absence of failure.

•The reliability of a product or system is the

probability that the item will perform its intended
function throughout a specified time period when
operated in a normal (or stated) environment.

BLISCHKE, W. R., and MURTHY, D. N., 2003

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 Quality

• Quality is not absolute but relative, A

maintenance activity can be considered
to be of high quality if :
• It restores an item of equipment to its
working state, without causing damage to
the equipment or to any of its parts.
• It is initiated on time and the equipment is
returned to production at the required time.
• It incurs not more than the budgeted cost.

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 Quality

• Reliability and maintainability are only

two of the many dimensions of quality.
• The other quality characteristics are:
• Conformance (to standard and specs).
• Performance
• Features
• Durability
• Serviceability (the probability that a
product or system is operational)
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 Role and importance of reliability,
Maintenance, Maintainability, and Quality
• Factors leading to failure:
• Design.
• Materials.
• Manufacture.
• Quality control.
• Shipping and handling.
• Storage.
• Use.
• Environment.
• Age.
• The occurrence of related previous failures.
• The failure of an interconnected component, part or
system.
• Quality of repair after failure.
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 Role and importance of reliability,
Maintenance, Maintainability, and Quality
• The role of reliability and maintenance is to
minimize both the probability of occurrence
the failure and the impact of failure when they
occur.
• Since failure cannot be prevented entirely, it is
important to increase both reliability and
maintenance efforts which lead to fewer
failures.
• The cost is also related to R&M , warranty
costs to the manufacturer decrease as product
reliability increases.
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 Dynamics of a maintenance group
Maintenance Q. Assurance
Schedule
Manager Process data Group

Information
Improved
on production
process
windows

Maintenance
System
Intimation of
activity
completion
Availability
Supervisor Verification of Maintenance
Group completed actions Resources
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 Purpose of preventive maintenance

• Equipment inspections to uncover

deficiencies before failure and in
sufficient time, plan deliberate
repairs.
• Nondestructive testing techniques
to detect equipment deterioration
and monitor equipment condition
to not abnormal operation.

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 Purpose of preventive maintenance
• Collectively (condition monitoring)
• Lubrication to reduce friction that
causes heat, wear, and misalignment.
• Routine cleaning and adjusting done
in conjunction with inspection or
lubrication, or performed by
operators.
• Replacement of minor components to
reduce chances of more important
components failing.
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 Preventive Maintenance Objectives

• Reduction of emergency repairs.

• Reduction of unscheduled repairs.
• More planned and scheduled work.
• Better manpower utilization.
• Reduction in repair costs
• Reduced downtime cost.
• Preservation of assets.

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 MAINTENANCE ACTIONS

• Coordinating program elements:

• Work order system
• Planning
• Scheduling
• Information system
• Getting personnel organized.

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 PM procedures
• General nature of PM services.
• Conduct of services.
• Required services.
• Service frequencies:
• A services (250 hrs) routine cleaning, lubrications, and
checking of specific critical items
• B services (500 hrs) repeat A services, replace selected
filters, take oil sample for analysis, and load test
hydraulic system.
• C services (750 hrs) repeat A services, replace selected
drive belts. Coolants, hydraulic fluids, road test brakes,
and test on hill climb.
• D services (100 hrs) repeat A services, make engine
compression test, test exhaust emissions, and replace
selected seals.
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 PM procedures

• Service time.
• Downtime.
• Identification of services for fixed equipment
• 9069001 lubrication route 01, cost center 0
9 standing work order
06 cost center
90 lubrication
01 route 01
* Identification of services for mobile equipment
• 5101191 A service, Haulage truck 011
51 Haulage truck
011 unit 011
91 A service ( 250 hrs)

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 Measuring PM success

• Reduction in emergency repairs.

• Increased scheduled maintenance.
• Reduction in unscheduled repairs.
• Increased equipment life.
• Extend time between repairs.
• Long-term cost reduction.

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 Lubrication

• Objective.
• Use of lubrication personnel.
• Automatic lubrication system.
• Oil sampling.

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Non-destructive testing

• Infrared inspection (thermography)

• Magnetic particle testing.
• Vibration analysis.
• Ultrasonic testing.

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 PLANNING, SCHEDULING, AND WORK EXECUTION

• Planning : organizing resources in

advance of a major job, so that, upon
execution, the work may be carried out
more effectively.
• Scheduling: Determining and confirming
the best time to perform a major job
with least interruption of operations
and effective use of maintenance
resources.

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 Planning Policies

• Guidelines for planning policy:

• Developing the criteria that identifying
the type of work which will be planned
and scheduled.
• A priority system will be applied.
• All planned work will be jointly
scheduled with operations.
• Measuring at the end of scheduled
period.
• Focusing on the scheduled work.

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 Planning Criteria

• The work must be planned or

scheduled if:
• Cost and performance must be
measured.
• A standard must be complied with.
• Warranty work is being done.
• Work must be started and completed
within a specific period.

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 Planning Criteria
• If any ten of the following 12 conditions exist:
1. work not required for at least one week.
2. Duration exceeds one elapsed shift.
3. Requires two or more crafts.
4. Requires crafts not part of the regular
crew.
5. Requires two different material sources;
stock, purchased or fabricated.
6. Require coordinated equipment shutdown.

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 Planning Criteria
• If any ten of the following 12 conditions
exist:
7. Requires supporting mobile equipment,
special tools, and so forth.
8. Requires rigging, and transportation
facilities.
9. Job plan necessary.
10. Requires drawings, prints, or schematics.
11. Requires contractor support.
12. Estimated at more than $5000.
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 ?What the planner should do

1. Prior to initiating planning:

a. Receive requests for planned work and
evaluate them against prescribed
criteria.
b. Monitor the long-range forecast to
identify work in the immediate future
time frame requiring planning.
c. Confer with supervisors to determine the
condition of equipment on which work is
due.

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 ?What the planner should do

2. During planning:
a. Prepare preliminary work orders.
b. Conduct field investigations of unique jobs.
c. Develop a job scope for unique jobs.
d. Estimate labor by craft.
e. Prepare bills of materials.
f. Coordinate with shop planners if shop support is needed.
g. Assemble drawings, schematics, instructions and so.
h. Identify mobile equipment, rigging, and transportations needs.
i. Estimate total job cost.
j. Establish a target date for scheduling the job.
k. Obtain job approval.
l. Determine job priority.
m. Open the work order in the information system.
n. Order material and shop work.

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 ?What the planner should do

3. Prior to Scheduling:
a. Determine the availability of materials
and the completion of shop work.
b. When all materials are available, set up
a preliminary schedule with operations.
c. Tentatively arrange mobile equipment
support, rigging, transportation, and
on-site material delivery.
d. Brief supervisors on the proposed
schedule.

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 ?What the planner should do

4. Scheduling:
a. Attend, the maintenance and operations
scheduling meeting to assist in presenting the
schedule.
b. After schedule approval has been obtained,
distribute the approved schedule.
c. Provide maintenance supervisors with work
orders, drawings and so, necessary for them to
perform the work.
d. Confirm mobile equipment support, rigging
transportation, and on-site material delivery
that was previously arranged.

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 ?What the planner should do
5. During job execution
a. Attend daily coordination meetings and
coordinate changes necessary due to
delays or job deferral.
b. Using job information, monitor work
initiation and progress.
c. Assist the supervisor in the coordination
of rigging, transportation, use of mobile
equipment, or on-site material delivery.
d. Upon job completion, discuss any
variances with the supervisor and close
the work order.

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 ?What the planner should do

6. After job completion

a. Note job cost and performance.
b. Compare variances with standards or
cost estimates where appropriate
c. Measure schedule compliance and
advise maintenance management.
d. Observe backlog changes in man-
power utilization..

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 ?What the maintenance general supervisors should do

1. Provide operational control of the planner.

2. Prescribe work to be planned within the
criteria for selecting planned work.
3. Specify the time frame within which the
planned work should be targeted for
scheduling.
4. Monitor the long-term forecast and guide the
planner in anticipating the planning of
forecasted jobs.
5. Approve the preliminary weekly schedule
and verify its content.

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 ?What the maintenance general supervisors should do

6. Present the weekly schedule for approval by

operations.
7. Monitor the conduct of the schedule and its
compliance.
8. Participate in daily coordination meetings and
adjust the utilization of maintenance resources
should equipment availability change or work to
be deferred.
9. Monitor cost and performance on major jobs,
investigate, and correct significant variances
against estimates or standards.
10. Discuss exceptions with the planner and
recommend corrective actions.

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 ?What maintenance supervisor should do
1. Assist the planner in field
investigations or the interpretation
of standards.
2. Confer with the planner on task
sequences, use of labor, availability
of materials, mobile equipment
needs, and so forth, to ensure that
the plan is practical
3. Execute the weekly schedule
through crew members and
coordination with the planner.
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 ?What maintenance supervisor should do

4. Explain significant variances from

the plan and recommend changes
for future repetitions of similar jobs
5. Ensure correct, accurate, timely
reporting of field data on each job..

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 ?What operations supervisor should do

1. Approve work orders based on

estimated cost and timing
2. Help establish job priorities.
3. Approve the tentative weekly plan
presented by maintenance
4. Participate in the weekly scheduling
meeting and approve (or modify) the
schedule recommended by
maintenance

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 ?What operations supervisor should do

5. Make equipment available according

to the approved schedule
6. Participate in daily coordination
meetings and, as necessary, adjust
the availability of equipment to
better meet the schedule.
7. Observe schedule compliance as
well as job cost and performance

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 Labor Control

• Factors affecting labor Control:

• Determine work force size and
composition
• Measure the utilization of labor
• Assess overtime use.
• Control absenteeism.
• Improve worker productivity.

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