Production and Operations

Management
UNIT 7 – MAINTENANCE MANAGEMENT
VI Sem – BBAC
Business Studies, CHRIST(Deemed to be University)

Course Instructor : Dr Kalyani V

Maintenance

The function of manufacturing management that is

concerned with “day to day routine of keeping the
physical plant in good operating condition”
Objectives:
 Minimize loss of productive time

 Minimize repair time & cost

 Keep productive assets in working condition

 Minimize accidents

 Minimize total maintenance cost

 Improve quality of products

Importance:
 Dependability of service

 Assured quality

 Prevent equipment failure

 Cost control

 Huge investment in equipment

Areas of Maintenance:
 Civil maintenance
 Building construction and maintenance, maintaining service
facilities

 Mechanical Maintenance
 Maintaining machines and equipments, transport vehicles,
compressors and furnaces.

 Electrical Maintenance
 Maintaining electrical equipments such as generators,
transformer, motors, telephone systems, lighting, fans, etc.
Types of Maintenance
 Breakdown maintenance or corrective maintenance

 Preventive maintenance

 Predictive maintenance

 Routine maintenance

 Planned maintenance
BREAKDOWN MAINTENANCE
 Occurs when there is a work stoppage due to machine
breakdown

 Here maintenance = repair work

 Seeks to get the equipment back into operation as

quickly as possible

 To control the investment in replacement spare

machines.
PREVENTIVE MAINTENANCE
 It is undertaken before the need arises

aims to minimize the possibility of an un -anticipated

production interruption or major breakdowns.

PREDICTIVE MAINTENANCE:
 In this, sensitive instruments are used to predict trouble.
 eg. vibration analyzers, amplitude meters, audio gauges, optical
tooling and resistance gauges
 Conditions can be measured on a continuous basis and this
enables the maintenance people to plan for an overhaul.
ROUTINE MAINTENANCE
This includes activities such as periodic inspection,
cleaning, lubrication and repair of production equipments
after their service life.

PLANNED MAINTENANCE
It involves the inspection of all plant and equipments,
machinery, buildings according to a predetermined
schedule in order to service overhaul, lubricate or repair,
before actual break down or deterioration in service
occurs.
SIX SIGMA MAINTENANCE

 Six sigma is a set of methods and tools that help

businesses improve product quality and production
efficiency.
 six sigma can be used to find and address weaknesses
in maintenance workflows that can result in improved
asset uptime, faster job turnaround, and reduced costs.
SIX SIGMA MAINTENANCE
 Six Sigma does not create new tools but uses existing
ones
 The flow and sequence of these tools and statistical
techniques are important
 The methodology is flexible and will not replace or
diminish any technique or tool already used, but will
add to them.

 The dimensions of six sigma maintenance are

 DMAIC – Existing processes
 DFSS – New products and services
SIX SIGMA MAINTENANCE

DMAIC in maintenance
Firstly, work groups that have a good understanding of
preventive maintenance techniques in addition to a
strong leadership commitment have to be identified
SIX SIGMA MAINTENANCE
 Phase D (Define)
 Establish the objectives of the department and identify the
critical-to-quality (CTQ) processes.
 In this phase, leaders, planners, maintenance staff, Black Belts,
and Green Belts need to work together to set departments goals.
 As there will be a large number of ideas, the first job of this team
is to understand the factors in the form, Y = f(X)
 Where, X represents the input of the process, Y the output of the
process, and f the function of X
 This is the most difficult stage because targets, problems, and
goals may not be clear or easy to identify. It is a difficult job, and
the team must remember that the steps for the next phase will be
drawn from this initial work.
SIX SIGMA MAINTENANCE
 Phase M (Measure)
 After teams choose the vital few of the trivial many, the
indexes, data collection plan, and analysis method can be
chosen.
 Some common indexes include
 Frequency of preventive maintenance
 Frequency of predictive maintenance
 Productivity
 Number of corrective occurrences
 Maintenance costs
 Downtime
 Overall Equipment Effectiveness (OEE), etc.
SIX SIGMA MAINTENANCE

 Phase A (Analyze)
 Teams will use analysis graphs
 Pareto, scatter, run chart, box plots, etc.
 to visualize trends and to search for root causes.

 Phase I (Improve)
 An action plan can help in the action definition to improve
the performance of the chosen indexes.
SIX SIGMA MAINTENANCE

 Phase C (Control)
 Teams will outline a plan to retain the gains after the
conclusion of the project.
 The finance department can assist in investment calculations,
profits, ROI, etc.
 Each problem raised can be dealt with individually as a
project to be led by a Black Belt and Green Belt, or a macro
approach can be used—whichever is the best way to get the
best performance in the maintenance department.
 This work usually takes from 4-6 months.
DESIGN FOR SIX SIGMA (DFSS)
Customer-driven design of processes with 6 capability.
Predicting design quality up front.
Cross-functional integrated design involvement.
Drives quality measurement and predictability improvement in
early design phases.
Utilizes process capabilities to make final design decisions.
INNOVATIVE DESIGNS FOR SIX SIGMA

New Product/Service Introduction to Achieve Six Sigma

Business Performance
MARKET
RESEARCH
DESIGN

PRODUCTION

LOGISTICS
DISTRIBUTION
DMADV SERVICE

SALES

CUSTOMERS
THE DMADV METHODOLOGY AND TOOLS
DESIGN FOR SIX SIGMA

Initiate, Under- Develop Develop Test

scope, stand design detailed design and
and plan customer concepts design and implement
the needs and and high- control/test full-scale
project specify level plan processes
CTQs design

Define Measure Analyze Design Verify

DELIVERABLES

Team CTQs High-level Detailed Pilot

Charter Design Design

TOOLS

 Mgmt Leadership  Customer Research  FMEA/Error-

proofing
 Project  QFD  Process
Simulation
Management  Benchmarking  Design
LEAN MAINTENANCE
Lean Maintenance . . .

 A systematic, logical method of

identifying and eliminating waste (non-value-added
activities)
using continuous assessment and improvement
to achieve improved maintenance effectiveness
in response to customer demand
Lean – Six Sigma – TPM synergy

 The goal of Lean is to eliminate the Non-Value Added

parts of the process … i.e., waste

 The goal of Six Sigma is to optimize the remaining Value

Added parts by reducing variation

 The goal of TPM is perfection … generate 0 injuries, 0

defects, and 0 breakdowns
7 deadly maintenance wastes
 Motion … loading/unloading, multiple trips
 Processing … unnecessary steps/approvals
 Waiting … for service or parts … mechanics idle
 Transportation … mechanics and parts
 Overproduction … overhauling vs. repairing needs
 Inventory … spares (right parts, right amount)
 Correction/Rework … repair quality/completeness
Lean maintenance tools
 Value Stream Mapping … graphically identifying opportunities

 Planning and Scheduling … kitting

 Smart Changeover … retrofitting for quick access and easy

replacement/repair

 Visual Workplace … prompts and reminders

 Mistake Proofing … ensuring human and machine errors don’t

turn in to equipment/process failures

 5S … improved organization and safety with needed tools,

information, and materials
Lean maintenance tools
Total Productive
Maintenance
Introduction to TPM

 Total Productive Maintenance (TPM) is both

 a philosophy to infuse throughout an operating company

touching people of all levels

 a collection of techniques and practices aimed at

maximizing the effectiveness (best possible return) of
business facilities and processes
TPM philosophy
It is a Japanese approach for
 Creating company culture for maximum efficiency

 Striving to prevent losses with minimum cost

 Zero breakdowns and failures, Zero accident, and
Zero defects etc

 Involvement of all people from top management to

operator
• Initially implemented in high-to-medium volume
production areas

• Later successfully applied in:

 Low-volume production
 High-to-low volume assembly
 Development areas
 Warehouse
 Whole range of industry
TPM and Traditional
Maintenance
 Reactive maintenance is inherently waste and
ineffective with following disadvantages:

 No warning of failure
 Possible safety risk
 Unscheduled downtime of machinery
 Production loss or delay
 Possible secondary damage
Need for:
 Stand-by machinery
 A stand-by maintenance team
 A stock of spare parts
Costs include:
 Post production
 Disrupted schedule
 Repair cost
 Stand-by machinery
 Spare parts
Why is TPM so popular and important ?

1. It guarantees dramatic results (Significant

tangible results)
 Reduce equipment breakdowns
 Minimize idle time and minor stops
 Less quality defects and claims
 Increase productivity
 Reduce manpower and cost
 Lower inventory
 Reduce accidents
2. Visibly transform the workplace (plant
environment)

 Through TPM, a dirty, rusty plant covered in oil and

grease, leaking fluids and spilt powders can be
reborn as a pleasant and safe working environment
 Customers and other visitors are impressed by the
change
 Confidence on plant’s product increases
3. Raises the level of workers knowledge and skills

As TPM activities begin to yield concrete results,

it helps:
 The workers to become motivated
 Involvement increases
 Improvement suggestions proliferate
 People begin to think of TPM as part of the job
Scope of TPM
Establish, monitor and improve process
effectiveness
Following six big losses to recognize, measure and
reduce:
1. Breakdown losses due to failures and repairs
2. Setup and adjustment losses
1and 2 = availability loss
3. Idling and minor stoppage losses
4. Speed losses
3 and 4 = performance loss
5. Scrap and rework losses
6. Start-up losses
5 and 6 = quality loss
Components of TPM
History of TPM
Enterprise Asset Management (eAM)
Maximizing Return on Assets
What can be maintained with eAM?
Fleet Facilities
• School
• Trucks
Buildings
• Rolling Stock
• Park Areas
• Automobiles
• Parking Lots
• Tools
• Infrastructure
• Equipment
Components

Fixed Plant Linear / Continuous

• Water • Roadways
Production • Pipelines
• Water • Transmission
Treatment lines
• Railway lines
Replace Standalone Mnt Mgmt Systems
Link to ALL Business Functions Across the Enterprise

Suppliers Procuremen Projects Inventor Service

y
t
eAM Business Flow
Work Requests
Material Request Work Scheduling
Entry

Work Order Work Order Update

Resource Planning
Generation and Close Out

Task Planning Forecasting Asset Performance

Human Accounts General Fixed Property

Resources Payable Ledger Assets Management
eAM Integration Points
Depreciation
Receiving

T&A Purchasing Mfgr. Inventory Projects Service

Time WO Materials, Project / Service

Entry Reqs Linked to Task, WO Request Linked
Product & Transactions to
WO & Costs Costs
Maint WO WOR / WO
Workflow Updates

WO
Suppliers Updates, eAM Customers
Catalogs

Chart of WO Depreciable
Posting
Accounts Billing Assets Maintainable
Integration
Employees & Assets
Skills

HR AP GL AR FA Property
Req & PO Changes, AP-to-PO Matching/Reconciliation
Work Order Maintenance
Adopt Best Practices
Work Management
Work Order Execution
• Automatically create audit trail
and electronic history
Skills Selection
• Search & select by technician
certifications or competencies
SOPs and Required
Documentation
• Procedures (e.g., safety,
hazardous material)
• Dependent task planning
(e.g., tag out)
• Specifications / drawings
• Special handling
Benefits
Monitor & Audit Compliance
• Insure proper procedures
enforced
Assign Qualified or Certified
Technicians to Tasks
Equip Technicians to Perform
Quality Work, on Time and
Within Guidelines
• On-line repair procedures
• Reduce incident rate
• Decrease work order errors
• Ensure optimal repair work