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A
PROJECT REPORT ON

Analysis and optimization of Maintenance Management of Instruments at M/s. Ashapura Volclay ltd.

UNDER SUPERVISION OF:

MAHESH CHANDANI

SUBMITTED BY
NAME ENROLLMENT NO : : TRUPTI GOSWAMI 081029152

Submitted in partial fulfilment of the requirements for qualifying

MBA (OPERATION)

Analysis and optimization of Maintenance Management of

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Instruments at M/s. Ashapura Volclay ltd

Under Supervision of

Mahesh Chandani

Submitted By: Name Programme Code Enrollment No. Name of the Study Centre Study Centre Code : : : : : Trupti Goswami MBA (OPERATION) 081029152 Adipur 0923

CERTIFICATE OF ORIGINALITY
This is to certify that the project titled Analysis and optimization of Maintenance Management of Instruments at M/s. Ashapura Volclay ltd is an original work of the Student and is being submitted in partial fulfillment for the award of the MBA (OPERATION) of Indira Gandhi National Open University. This report has not been submitted earlier either to this University or to any other University/Institution for the fulfillment of the requirement of a course of study.

Signature of Student

Signature of Supervisor

ACKNOWLEDGEMENT
With Candor and Pleasure I take opportunity to express my sincere thanks and obligation to my esteemed guide Mr. Mahesh Chandani. It is because of his able and mature guidance and co-operation without which it would not have been possible for me to complete my project.

It is my pleasant duty to thank all the staff member of the computer center who never hesitated me from time during the project.

Finally, I gratefully acknowledge the support, encouragement & patience of my family, and as always, nothing in my life would be possible without God, Thank You!

(TRUPTI GOSWAMI)

DECLARATION
I hereby declare that this project work titled Analysis and optimization of Maintenance Management of Instruments at M/s. Ashapura Volclay ltd is my original work and no part of it has been submitted for any other degree purpose or published in any other from till date.

(TRUPTI GOSWAMI)

TABLE OF CONTENT

TOPIC
1. Title of the Project 2. Introduction 3. Review of literature 4. Objective of Study 5. Research Methodology 6. Data Findings and Analysis

PAGE NO 7 8 30 42 43 45 73 74 77 78

7. Limitation 8. Conclusion 9. References 10. Questionnaire

CHAPTER 1
INTRODUCTION

Maintenance Management is an orderly and systematic approach to planning, organizing, monitoring and evaluating maintenance activities and their costs. A good maintenance management system coupled with knowledgeable and capable maintenance staff can prevent breakdown problems and environmental damage; yield longer asset life with fewer breakdowns; and result in lower operating costs and a higher quality of instruments.

Importance
Maintenance management is crucial to companies because proper maintenance makes workers aware of the resources with which they have to work. When workers are aware of the cost and nature of their maintenance resources, they are less likely to be wasteful with those resources. They also are more aware of how their resources and maintenance work impacts the environment. A good maintenance management system makes work more efficient and increases the quality of visitor experiences. Maintenance is an important factor in quality assurance, which is another basis for the successful competitive edge. Inconsistencies in equipments lead to variability in product characteristics and result in defective parts that fail to meet the established specifications. Beyond just preventing break downs, it is necessary to keep equipments operating within specifications (i.e. process capability) that will produce high level of quality. Good maintenance management is important for the company cost control. As companies go in for automation to become more competitive, they increasingly rely on equipments to produce a greater percentage of their output. It becomes more important that, equipments operate reliably within specifications. The cost of idle time is higher as equipment becomes more high-tech and expensive e.g. NC/CNC machines and robots.

Dependability of service is one of the performance measures by which a company can distinguish itself from others. To establish a competitive edge and to provide good customer service, companies must have reliable equipments that will respond to customer demands when needed. Equipments must be kept in reliable condition without costly work stoppage and down time due to repairs, if the company is to remain productive and competitive. Many manufacturing organizations, particularly those with JIT (Just-In-Time) programs are operating with inventories so low that, they offer no protection in the event of a lengthy equipment failure. Beyond the cost of idle equipment, idle labor, and lost ales that can result from a breakdown, there is a danger of permanently losing market shares to companies that are more reliable. Maintenance function can help prevent such as occurrence. Organizations like airlines and oil refineries have huge investments in the equipment. Equipment failure will be disastrous for such companies. They need proper maintenance to keep the equipment in good condition.

Interrelationship
Maintenance management is interrelated with other forms of management in a business. For example, it is connected to financial management, since a maintenance management system determines how maintenance resources, which have a cost, are allocated and used up. Business owners and operators cannot develop or adjust their maintenance management systems without also addressing other management systems within the company.

Requirements
To develop a proper maintenance management system, a company first has to evaluate its current maintenance practices to determine what maintenance tasks and resources are used and necessary. Ideally, the maintenance management system should be able to record maintenance tasks and inventory/resources, provide feedback to the facilities operations manager for analysis, and support the needs of the company and its customers. Computerized maintenance management software programs often can meet these requirements and greatly reduce the amount of work necessary compared to manual systems.

The word Operation is usually linked with Maintenance. To put these terms in context, Operation is the performance of work or services and the provision of materials and energy to ensure the day-to-day proper functioning of an asset, e.g., the work activities, associated chemicals and electricity to run a water treatment plant. As such, it has a direct but simple impact on the cost of operating an asset. Maintenance is the work performed on an asset such as a road, building, utility or piece of equipment to preserve it in as near to its original condition as is practical and to realize its normal life expectancy. This Technical Information Document, as its name implies, concentrates on maintenance management systems only. In general, maintenance can be classified into the following categories: (a) Routine - ongoing maintenance activities such as cleaning instruments and regular calibration checking, which are required because of continuing use of the facilities. (b) Preventive - periodic adjustment, lubrication and inspection of mechanical or other equipment to ensure continuing working condition; and (d) Emergency - unexpected breakdowns of assets or equipment. These are unpredictable or reactive type of maintenance and are more difficult to schedule than the above three categories.

Objectives of Maintenance Management

The following are some of the objectives of maintenance management: I. Minimizing the loss of productive time because of equipment failure (i.e. minimizing idle time of equipment due to break down). II. III. IV. V. VI. VII. Minimizing the repair time and repair cost. Minimizing the loss due to production stoppages. Efficient use of maintenance personnel and equipments. Prolonging the life of capital assets by minimizing the rate of wear and tear. To keep all productive assets in good working conditions. To maximize efficiency and economy in production through optimum use of facilities. 10

VIII. IX.

To minimize accidents through regular inspection and repair of safety devices. To minimize the total maintenance cost which includes the cost of repair, cost of preventive maintenance and inventory carrying costs, due to spare parts inventory.

X.

To improve the quality of products and to improve productivity

COMPANY PROFILE
Established in 1960, Ashapura Group is Indias largest mutimineral solutions provider. The flagship company Ashapura Ltd. is listed on Indias premier exchanges. Ashapura Minechem Ltd. is a part of the BSE Midcap & BSE 500 indices. The group has mining & mineral processing facilities in Gujarat, Maharashtra, Karnataka, Kerala, Andhra Pradesh and Orissa. Today Ashapura Group has attained global status with projects in Belgium, Nigeria, Oman and Malaysia. Ashapura Group is one of the significant global players in bauxite and is amongst the worlds top five Bentonite companies. Ashapura also dominates the value added segments in the country for Bleaching Clay, Geosynthetic Clay Liners, Clay Catalysts, Calcined Bauxite, etc. Ashapura has advanced from being a single mineral company to a specialist in industrial minerals. Bentonite, the multi-tasking mineral, continues to be a core product with diverse applications in industries that range from agriculture to environment and foundry to edible oils and cosmetics to medicine New applications for the industries presently being catered as well as for new industries are developed every year through indigenous and global research. The companys diversification into bauxite was a major move and today Ashapura is among the key players in Bauxite from India. Our strategy to expand our mineral portfolio is paying rich dividends as we have added Kaolin, Attapulgite, Barites, Feldspar and many other allied minerals to our product portfolio. A new exciting area, with immense growth potential and limitless possibilities, opened when the company decided to move into value added products. At present our major value added products

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are Bleaching Clay, Clay Catalysts, Geosynthetic Clay Liners (GCL), and Calcined Bauxite and very soon it will be alumina. All our products come with a promise of no compromise on quality. When Navnitlal R. Shah, the Companys Chairman, returned to India from Burma, he had confidence in his ability to convert opportunities to a profitable venture. He started a partnership business in bentonite in the 60s. By the early 80s, the business flourished due to the export of drilling grade of Bentonite to the Middle East. The war in the Middle East forced the company to explore new applications. Since then Ashapura never had to look.

Some major milestones

1960 : Mr. N.R. Shah starts a partnership business in bentonite 1970 : An Office and a factory was set up in Bhuj 1972 : First export order received from Yugoslavia and then Iraq 1975 : Chetan Shah, the Chairmans son, joins the business 1980 : The Shah family separated from their partners 1980 : Alternate uses of bentonite explored like oil & water well drilling, iron ore pelletization, metal casting, civil engineering, bleaching clay etc 1982 : The partnership firm was converted to a Company 1991 : Marketing alliance established with Mitsubishi Corporation. Major support received mainly in developing Bentonite for Iron Ore Pelletization 1992 : Ashapura Shipping Ltd. (ASL) established 1993 : Ashapura Minechem Ltd went public with an equity issue of 600,000 shares

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1995 : Diversification into bauxite business 1995 : Cat Litter business was started 1997 : Indo-American-Japanese joint venture Ashapura Volclay Limited started to manufacture value added Bentonite products 1999 : AMCOL International Corporation acquires 20% stake in Ashapura Minechem Ltd. 2001 : Established a state-of the -art Knowledge & Innovation Centre at Belapur 2001 : Ashapura acquired 51% stake in M/s. Bombay Minerals Ltd. 2002 : Successful commissioning of Acid Activated Bleaching Clay plant 2003 : Calcined Bauxite plant commissioned 2004 : Ashapura Group crosses Rs. 500 crores turnover 2005 : Received in-principle approval from Gujarat Government for setting up Alumina Refinery 2005 : Geosyntheic Clay Liners (GCL) plant commissioned 2006 : Bleaching Clay Plant capacity doubled from 25,000 tons to 50,000 tons New global projects- Nigeria, Antwerp, Malaysia New domestic projects - Port infrastructure, Kerala for Kaolin 2006 : Rs. 2500 crore Kutch alumina refinery project receives final OK from Gujarat Government 2007 : Began setting up a project at Oman 2009 : Signed MoU with Government of Maharashtra to set up a state-of-the-art Alumina Complex, with a refinery, smelter and captive power plant 2010 : New Initiatives in Indonesia to explore value added Minerals

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GROUP COMPANIES

Ashapura Group is one of the pioneers in the development of industrial minerals in India. It is the worlds fifth largest producer of Bentonite and the largest exporter of Bentonite and metallurgical grade Bauxite from India. Ashapura Minechem Ltd. Ashapura Volclay Ltd. (AVL) Ashapura International Ltd. Ashapura Claytech Ltd. Ashapura Shipping Ltd. Ashapura Exports Ltd. Bombay Minerals Ltd. Ashapura Minechem (UAE) FZE Ashapura Foundation

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GLOBAL TIEUPS
Headquartered in Illinois U.S.A, AMCOL International Corp. (AMCOL) is a leading international producer and marketer of value added Bentonite, specialty minerals and related products. AMCOL operates 68 facilities in Asia, Australia, Europe and North America with its products serving 12 major markets, including metal casting, detergents, pet products, building materials and personal care. AMCOL is listed on the NYSE with a market capitalization in excess of USD 1 billion. AMCOL has 20% stake in the Ashapura Groups flagship company Ashapura Minechem Ltd. since 1999. AMCOL is also Ashapuras equal partner in Ashapura Volclay Ltd. which is in the Bleaching Clay and Geosynthetic Clay Liners (GCL) businesses. Recently Ashapura and AMCOL have jointly established a mineral processing complex at Antwerp, Belgium. The state-of-the-art technology for Ashapura Volclay Limited project was acquired from Mizusawa Industrial Chemical Limited, a Takeda group company, which is the second largest pharma enterprise in Japan. The company also licensed the right to use their world famous bleaching clay brand Galleon. The bleaching clay is used to refine all type of oils and waxes and is the only product of its kind in India today. Mitsubishi Corporation , Japan Mitsubishi Corporation, Japan is our marketing partner for bentonite and bauxite sales across the globe. Mitsubishi Corporation played a very important role in bringing Mizusawa technology and brand to India. Hudson-MPA Sdn. Bhd., Malaysia Hudson-MPA Sdn. Bhd. is an Associate Company in which Ashapura Minechem Ltd. has a substantial stake.

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Hudson-MPA Sdn. Bhd. is a renowned & reliable manufacturer and exporter of industrial absorbents suitable for numerous applications which meet stringent specifications and international standards of quality.

VISION MISSION AND VALUES

Ashapurameans Hopes Realized. Our Mission We have a simple but unique mission statement: We will live up to our name We will consistently work to realize hopes ours and those of our stake holders - customers, business associates, shareholders, employees, community, governments. Hopes fulfilled give rise to new hopes resulting in continuous improvement in the pursuit of excellence. Our Vision To emerge as a world class company and preferred partner to diverse industries through proactive customer support, innovation and cutting edge technology. Our standards of integrity, reliability and social responsibility will become benchmarks for other companies to emulate. The commitment, zeal and team spirit of our human resources will enable us to transform this vision to reality. Our Values In times of constant change our values will remain constant integrity, innovation, partnership, respect, responsibility, stability, transparency, zeal these will create more value for our company and our customers.

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MANAGEMENT OF THE COMPANY

Shri Navnitlal R. Shah (Executive Chairman) Navnitlal R. Shah, the Executive Chairman, is a founder of the Ashapura Group of Companies with over three decades of experience in the industry. He can be described as pioneer in bentonite processing in India. He started with a partnership firm in 1967, which became a private limited company in 1982 and which is now a public limited company. He has been the Chairman of Processed Mineral Panel of CAPEXIL and Chairman of Export Promotion Committee of the Mineral Merchants and Manufacturers Association of India, Mumbai. Shri Chetan Shah (Managing Director) Chetan Shah, the Managing Director, has more than 28 years of experience in the bentonite industry and is responsible for the overall management. He is a commerce graduate and his skills in marketing are well established. Under his guidance, we have achieved excellence in exports of bauxite and other value added products. Smt. Dina C. Shah (Resigned w.e.f 1st Feb 2011) (Non-Executive Director) Mrs. Dina Chetan Shah is an Arts Graduate and actively involved in the discharge of Companys benevolent and social obligations. Shri Piyush Vora (Non-Executive Director) Piyush A. Vora is a Qualified Chartered Accountant. He has experience of more than 16 years in the professional practice and in Investment and Portfolio Management, Accounts, Law and Finance.

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Shri Ashok Kadakia (Non-Executive Director) Ashok Kadakia is an Industrialist with over 3 decades of experience in Chemical Industry. Shri Larry Washow (Non-Executive Director) Larry Washow is the President and CEO of AMCOL International Corporation. He has a Bachelors Degree from Miami University in Oxford, Ohio, and a Masters Degree in Business Administration from Northwestern University in Evabston, Illinois, USA. Shri Abhilash Munsif (Non-Executive Director) Abhilash Munsif is a well-experienced diplomat, fully conversant with the working of United Nation systems and the High Level Commissions. He has worked for 8 years in private sector in London. He has also held positions at CFO / CAO / Director Level with several organs of United Nations in Switzerland, Asia & Africa and with High Level Commissions like South Commission, comprising 18 countries & Summit level group of Developing Countries (G-15) comprising 15 countries. His last assignment was with World Intellectual Property Organization (Geneva) as the Director of Finance for 8 years. He has travelled extensively to over 50 countries, has met several heads of the states and/or governments, and has established excellent connections at the highest level in several countries in Asia, Africa, Latin America and the Middle East. Shri Harish Motiwalla (Non-Executive Director) Harish Motiwalla is a fellow Member of Institute of Chartered accountants of India. He is also a Law Graduate. He has also completed DISA certification Course conducted by Institute of Chartered Accountants of India. He is a Practicing Chartered Accountant and has vast expertise in the field of accounts, finance and corporate governance.

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TEAM OF SENIOR EXECUTIVES

Ashapuras Management Team is a healthy mix of persons who have grown from within the company and management professionals with several years of experience in related companies and fields. Mr. Chetan Shah CEO & Managing Director Mr. Rajiv Gandhi Group CFO Mr. Hemul Shah Mr. Dilip Gandhi Mr. Dipak Vora Mr. Manoj Shah (Operations) Mr. Sachin Polke CEO International Projects & Investments CEO Bentonite, Kaolin, Allied Products Resource Development Mrs. Geetha Nerurkar Mr. Rajnikant Pajwani Vice President Vice President Mr. Ramesh Balgi Vice President Mr. Sridhar Chari Vice President Ashapura Volclay Limited Vice President Secretarial GCC

Sr. Vice President Corporate Planning & Projects Vice President AVL Accounts Group HR & Administration Commercial & Projects

Mr. Milap Verma Vice President

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TECHNOLOGY OF COMPANY
The phrase innovate or die is not an exaggeration in todays fiercely competitive environment where every day you have new initiatives and the rate of obsolete technologies keep increasing. At Ashapura we have since our inception recognized the importance of knowledge and innovation. Over the years we have worked with specialists across the world to ensure our products not just meet but surpass the most stringent quality controls. Our Knowledge and Innovation Centre and our technological synergies with associates across the world keep us continually in the forefront.

Ashapura Knowledge & Innovation Centre

Ashapuras strength is its knowledge and experience in minerals. We integrate this knowledge in all that we do and continually work to discover new applications and new growth areas. With our focus on value added products the importance of R&D will continue to grow. Our strategic alliances with global leaders give us access to leading technologies and this knowledge is complemented with our own indigenous findings and tailored to meet local needs. AMCOL International USA is a partner company of Ashapura with a 20 % stake in Ashapura Minechem and a 50% stake in Ashapura Volclay Limited AMCOL International Corp., through its operating subsidiaries, is a leading international producer and marketer of value-added, specialty minerals and related products. The Companys products serve 12 major markets, includingmetal casting, detergents, pet products, building materials and personal care. This alliance gives Ashapura access to the newest technologies in bentonite value added products and new applications Mizusawa Industrial Chemicals Ltd. Galleon Brand Activated Bleaching Earth Galleon Earth is the registered trade name of activated bleaching earth manufactured by Mizusawa Industrial Chemicals Ltd., Japan, and has been widely used as a refining agent for various animal and vegetable fats and oils, fatty acids, lubricating oils and waxes. Through a 20

Technology License Agreement entered into with Mizusawa Industrial Chemicals Limited (MICL) of Japan. Ashapura Volclay Limited (AVL) is permitted to use filterless technology for the production of Bleaching Earth and also use of the brand name, "Galleon". Galleon Earth Galleon Earth is obtained by treating High Purity Montmorillonite Clay with mineral acid (sulphuric acid); as a result alumina, iron oxide, magnesia and calcium oxide are eluted partially. Thus obtained Galleon Earth is a porous aluminum silicate compound having an excellent adsorbability owing to a large pore diameter, a large pore volume and a large specific surface area. Properties of Galleon Earth Generally speaking, strongly acid-treated product is suitable for refining at lower temperature and weakly acid-treated product is suitable for refining at higher temperature. Galleon Earth, because of its inherent properties, has a decided superiority for adsorbing coloring matters and impurities contained in various fats and oils, mineral oils, waxes and so on. Grades of Galleon Earth V2 Super Bleaching earth of the highest bleach ability and filterability for difficult-to-bleach oil fats and oils such as castor oil, palm oil, linseed oil, rapeseed oil, fish oil, soybean oil, cotton seed oil and olive oil. It exhibits high performance in both chemical and physical refining for palm oil. V2 High-quality special grade for difficult-to-bleach general fats and oils, in particular, castor oil, palm oil, soybean oil, rapeseed oil, linseed oil, rice bran oil, cotton seed oil, fish oil and beef tallow.

MAINTENANCE
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The term maintenance means to keep the equipment in operational condition or repair it to its operational mode. Main objective of the maintenance is to have increased availability of production systems, with increased safety and optimized cost. Maintenance management involves managing the functions of maintenance. Maintaining equipment in the field has been a challenging task since the beginning of industrial revolution. Since then, a significant of progress has been made to maintain equipment effectively in the field. As the engineering equipment becomes sophisticated and expensive to produce and maintain, maintenance management has to face even more challenging situations to maintain effectively such equipments in industrial environment. This brief lecture on maintenance management includes maintenance strategies, functions of maintenance department, maintenance organization and elements of maintenance management. Maintenance Management is an orderly and systematic approach to planning, organizing monitoring and evaluating maintenance activities and their costs. A good maintenance management system coupled with knowledgeable and capable maintenance staff can prevent health and safety problems and environmental damage; yield longer asset life with fewer breakdowns; and result in lower operating costs and a higher quality of life. This document provides general information and guidance on establishing Maintenance Management Systems for use in First Nations communities. It describes a system framework from the initial step of inventory gathering to preparing a community maintenance budget for asset maintenance planning and monitoring. Depending on the application and design, Maintenance Management Systems may have various formats and procedures, (e.g., various formats of work orders, reports and computer screens, etc.), but the basic principles of all these systems are similar to the one presented in this document.

TYPES OF MAINTENANCE

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The word Operation is usually linked with Maintenance. To put these terms in context, Operation is the performance of work or services and the provision of materials and energy to ensure the day-to-day proper functioning of an asset, e.g., the work activities, associated chemicals and electricity to run a water treatment plant. As such, it has a direct but simple impact on the cost of operating an asset. Maintenance is the work performed on an asset such as a road, building, utility or piece of equipment to preserve it in as near to its origina condition as is practical and to realize its normal life expectancy. This Technical Information Document, as its name implies, concentrates on maintenance management systems only. In general, maintenance can be classified into the following categories: (a) Routine - ongoing maintenance activities such as cleaning washrooms, grading roads and mowing lawns, which are required because of continuing use of the facilities; (b) Preventive - periodic adjustment, lubrication and inspection of mechanical or other equipment to ensure continuing working condition; (c) major projects such as floor replacement, re-roofing, or complete re-painting which are performed once every few years; and (d) Emergency - unexpected breakdowns of assets or equipment. These are unpredictable or reactive type of maintenance and are more difficult to schedule than the above three categories

MAINTENANCE STRATEGIES OR OPTIONS

A maintenance strategy or option means a scheme for maintenance, i.e. an elaborate and systematic plan of maintenance action. Following are the maintenance strategies [1] that are commonly applied in the plants. Breakdown Maintenance or Operate to Failure or Unplanned Maintenance Preventive or Scheduled Maintenance Predictive or Condition Based Maintenance Opportunity Maintenance Design out Maintenance

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The equipment under breakdown maintenance is allowed to run until it breaks down and then repairing it and putting back to operation. This strategy is suitable for equipments that are not critical and have spare capacity or redundancy available. In preventive or scheduled Maintenance, maintenance actions such as inspection, lubrication, cleaning, adjustment and replacement are undertaken at fixed intervals of numbers of hours or Kilometers. An effective PM program does help in avoidance of accidents. Condition monitoring (CM) detects and diagnoses faults and it helps in planned maintenance based on equipment condition. This condition based maintenance strategy or predictive maintenance is preferred for critical systems and for such systems breakdown maintenance is to be avoided. A number of CM techniques such as vibration, temperature, oil analysis, etc. have been developed, which guide the users in planned maintenance [2]. In opportunity maintenance, timing of maintenance is determined by the procedure adopted for some other item in the same unit or plant. In design out maintenance, the aim is to minimize the effect of failures and in fact eliminates the cause of maintenance. Although it is an engineering design problem, yet it is often a responsibility of maintenance department. This is opted for items of high maintenance cost that are due to poor maintenance, poor design or poor design outside design specifications. It may be mentioned that a best maintenance strategy for each item should be selected by considering its maintenance characteristics, cost and safety. In addition to the above, new strategies concepts such as Proactive Maintenance, Reliability Centre Maintenance (RCM), Total Productive Maintenance (TPM), etc. have recently been evolved to look it from different perspectives and this has helped in developing effective maintenance. In proactive maintenance, the aim is identify what can go wrong, i.e. by monitoring of parameters that can cause failures. In RCM, the type of maintenance is chosen with reliability of the system in consideration, i.e. system functions, failures relating to those functions and effects of the dominant functional system failures. This strategy in the beginning was applied to critical systems such as aircrafts, nuclear and space applications. At present, this is being extended to critical systems in the plant. TPM, a Japanese concept, involves total participation of all concerned. The aim is to have overall effectiveness of the equipment with participation of all concerned using productive maintenance system.

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FUNTIONS OF A MAINTENANCE DEPARTMENT Following are the major functions of a maintenance department [3-4]: Maintenance of installed equipment and facilities Installations of new equipment and facilities PM tasks Inspection and lubrication of existing equipment CM tasks monitoring of faults and failures using appropriate techniques Modifications of already installed equipment and facilities Management of inventory Supervision of manpower Keeping records

MAINTENANCE ORGANIZATION It concerns in achieving an optimum balance between plant availability and maintenance resource utilization. The two organization structures that are common are: Centralized and Decentralized. A decentralized structure would probably experience a lower utilization than centralized one but would be able to respond quickly to breakdowns and would achieve higher plant availability. In practice, one may have a mix of these two. A maintenance organization can be considered as being made up three necessary and interdependent components. 1. Resources: men, spares and tools 2. Administration: a hierarchy of authority and responsibility for deciding what, when and how work should be carried out. 3. Work Planning and Control System: a mechanism for planning and scheduling the work and feeding back the information that is needed for correctly directing the maintenance effort towards defined objective. It may be mentioned that maintenance / production system is a continuously evolving organism in which the maintenance organization will need continuous modifications in response to changing requirements. Moreover, it is required to match the resources to workload. Maintenance 25

activities be it preventive or condition monitoring, involve use of resources- men and materials including documents. This requires coordination amongst the involved personnel so that these are timely undertaken. Work planning and control system under maintenance management in the plant ensures this and provides planning and control of activities associated with maintenance. This means application of general management principles of planning, organizing, directing and controlling to the maintenance functions, e.g. to the establishment of procedures for development of maintenance strategy and to models for describing the flow of work through maintenance work planning department. Control system controls the maintenance cost and plant condition. ELEMENTS OF EFFECTIVE MAINTENANCE MANAGEMENT An effective maintenance system includes the following elements [3-4]:

Maintenance Policy Control of materials Preventive Maintenance Condition Monitoring Work Order Job planning Priority and backlog control Data recording system Performance measurement measures or indices

Maintenance performance for a plant or an organization can be assessed through analysis of Reliability, Availability and Maintainability (RAM) plant data. Relevant parameters, measures or indices for specific plants can be identified [5]. The performance over a period of time will show if it is improving, going down or being sustained. This will also help in knowing how well the objectives are being met. In addition, it will guide the areas which are strong and which need to be strengthened. Use of computers and dedicated software will certainly help in implementing this and the maintenance management system in general.

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Computerized Maintenance Management System (CMMS) is also known as Enterprise Asset Management and Computerized Maintenance Management Information System (CMMIS). A CMMS software package maintains a computer database of information about an organizations maintenance operations, i.e. CMMIS - computerized maintenance management information system. This information is intended to help maintenance workers do their jobs more effectively (for example, determining which machines require maintenance and which storerooms contain the spare parts they need) and to help management make informed decisions (for example, calculating the cost of machine breakdown repair versus preventive maintenance for each machine, possibly leading to better allocation of resources). CMMS data may also be used to verify regulatory compliance. CMMS packages may be used by any organization that must perform maintenance on equipment, assets and property. Some CMMS products focus on particular industry sectors (e.g. the maintenance of vehicle fleets or health care facilities). Other products aim to be more general. CMMS packages can produce status reports and documents giving details or summaries of maintenance activities. The more sophisticated the package, the more analysis facilities are available. Many CMMS packages can be either web-based, meaning they are hosted by the company selling the product on an outside server, or LAN based, meaning that the company buying the software hosts the product on their own server. CMMS packages are closely related to Computer aided facility management packages (also called Facility Management Software). For the purposes of many organizations, the two are interchangeable.[

PREPARING A MAINTENANCE PLAN

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Depending on the application and design of a maintenance system, the format and steps of preparing a maintenance plan can vary. The key steps in preparing a typical maintenance plan are: (1) Prepare an asset inventory - identifying the physical features (e.g., area, material, etc.) of all assets (e.g., schools, roads, etc.) which require maintenance; (2) Identify maintenance activity and tasks - defining the type of maintenance task (activity) to be performed on each asset and what work should be done under each activity, e.g. Activity: cleaning. Work to be performed: clean chalk boards, vacuum carpets, etc.; or, Activity: Preventive Maintenance (Shingle roof). Work to be performed: Inspect attic space for signs of dampness caused by leaks in roof. Inspect roof for loose, torn, folded or missing shingles. Repair or replace shingles as required. Inspect flashings eaves troughs and down spouts, and caulk or replace as required. Visually check soffit and facial for loose or damaged materials; (3) Identify the frequency of the task - determining how often the activities should be performed (frequency of service); this is important particularly in preventive type of maintenance. Emergency or reactive type of repairs is unpredictable, but with good preventive maintenance, the frequency of emergency situations occurring may be reduced; (4) Estimate the time required to complete the task - indicating how long each task should take to complete; (5) Develop an annual work schedule - planning what time the maintenance work for the entire year should take place; (6) Prepare and issue a work order - identifying what, when, where and by whom maintenance work is to be done.

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CHAPTER 2
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REVIEW OF LITERATURE

According to Mirka Kans in 2002:

Abstract: Maintenance management information technology (MMIT) systems have existed some forty years. This paper investigates the advancement of these systems and compares the development of MMIT with other corporate information technology (IT) systems by the means of a literature study of 97 scientific papers within the topic of MMIT and additional readings in books. The study reveals that the focus of MMIT has changed in several aspects during the forty years that has been investigated; from technology to use; from maintenance function to maintenance as an integrated part of the business; from supporting reactive maintenance to proactive maintenance and from operative to strategic maintenance considerations.

According to Amik Garg, S.G. Deshmukh in 2006:

Purpose The purpose of this paper is to review the literature on maintenance management and suggest possible gaps from the point of view of researchers and practitioners. Design/methodology/approach The paper systematically categorizes the published literature and then analyzes and reviews it methodically. Findings The paper finds that important issues in maintenance management range from various optimization models, maintenance techniques, scheduling, and information systems etc. Within each category, gaps have been identified. A new shift in maintenance paradigm is also highlighted. 30

Practical implications Literature on classification of maintenance management has so far been very limited. This paper reviews a large number of papers in this field and suggests a classification in to various areas and sub areas. Subsequently, various emerging trends in the field of maintenance management are identified to help researchers specifying gaps in the literature and direct research efforts suitably. Originality/value The paper contains a comprehensive listing of publications on the field in question and their classification according to various attributes. The paper will be useful to researchers, maintenance professionals and others concerned with maintenance to understand the importance of maintenance management

According to L. M. Pintelon and L. F. Gelders in 22 May 2003

Maintenance management of industrial equipment is an important but still relatively neglected business function. This paper identifies and discusses the most important elements of its decision making environment. As such the paper contributes to the structuring of the maintenance management area and it provides a frame of reference for further research in maintenance policy optimization. The paper starts with a brief description of maintenance management in a business context. In the remainder of the paper three parts may be distinguished. The first addresses the system design aspects of maintenance management in the broader operations management environment, the second examines the most important issues in maintenance decision making and the last part reviews the managerial tools available for decision making in this area. An extensive list of references is provided.

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According to Jayant V. Seraphs & P. George Benson in 8th JUN 2007

Much has been written about how quality should be managed in an organization. The quality literature contains many case studies of successful companies and descriptions of quality concepts and quality improvement programs. To date, however, there has been no systematic attempt to organize and synthesize the various prescriptions offered, nor have measures of organizational quality management been proposed for areas such as top management leadership, training, employee involvement, and supplier management. While many organizations collect quality data such as defect rates, error rates, rework cost, and scrap cost; these are not measures of organization-wide quality management. This paper provides a synthesis of the quality literature by identifying eight critical factors (areas) of quality management in a business unit. Operational measures of these factors are developed using data collected from 162 general managers and quality managers of 89 divisions of 20 companies. The measures can be used individually or in concert to produce a profile of organization-wide quality practices. The measures are found to be both valid and reliable. Such measures could be used by decision makers in an organization to assess the status of quality management in order to direct improvements in the quality area. Researchers can use such measures to better understand quality management practice and to build theories and models that relate the critical factors of quality management to the organization's quality environment and quality performance.

According to Ewald Rametsteiner &Markku Simula in 2003:

Forest certification was introduced in the early 1990s to address concerns of deforestation and forest degradation and to promote the maintenance of biological diversity, especially in the tropics. Initially pushed by environmental groups, it quickly evolved as a potential instrument to promote sustainable forest management (SFM). To date about 124 million ha or 3.2% of the world's forests have been certified by the different certification schemes created over the last decade.

32

Forest certification shares the aim of promoting SFM with another tool, namely criteria and indicators (C&I) for SFM. C&I sets are mainly developed for the national level to describe and monitor status and trends in forests and forest management. They also provide an essential reference basis for forest certification standards, which set performance targets to be applied on a defined area. Progress in developing these two different tools has been significant. After 10 years of implementation, it is evident that the original intention to save tropical biodiversity through certification has largely failed to date. Most of certified areas are in the temperate and boreal zone, with Europe as the most important region. Only around ten per cent is located in tropical countries.

The standards used for issuing certificates upon compliance are diverse, both between certification schemes and within one and the same scheme when applied in different regions. However, they are at least equal to legal requirements and often include elements that set actually higher standards.

While the quality of actual audits of the standards is of varying quality, there are indications that independent audits are an incentive for improving forest management. As a voluntary marketbased tool, forest certification is depending on the ability to cover the costs incurred and thus on often-elusive green consumer sentiment.

Regardless of many difficulties, forest certification has been very successful in raising awareness and disseminating knowledge on a holistic SFM concept, embracing economic, environmental and social issues, worldwide. It also provides a tool for a range of other applications than assessment of sustainability, such as e.g. verifying carbon sinks

33

According to A. Raouf, Zulfiqar Ali & S.O. Duffuaa, in 1993:

Maintenance management consists of an aggregate effort to perform maintenance by effectively utilizing manpower and material through the application of standard procedures. It is a complex and multifaceted task. An ever-growing number of computerized maintenance management information systems are available on the market to facilitate this task. In order to install a computerized maintenance management system, a company has two options: either to buy or to develop such a system. Briefly describes the major functions of maintenance management and suggests an instrument to evaluate comparatively the available computerized maintenance management systems.

According to Patrick Jonsson in 1997:

Presents a model of five linked maintenance management components (strategy, human aspects, support mechanisms, tools/techniques and organization). Analyses the present status of these components in Swedish manufacturing firms through a survey of 284 respondents. Shows that fewer than half have written maintenance strategies or computerized maintenance information systems and several give maintenance low status. The figures are lowest in small firms and in the timber industry. Preventive maintenance at fixed intervals and corrective maintenance are the most common maintenance techniques. However, condition monitoring is common in large paper and chemical firms. Also indicates that Swedish firms have not fully made maintenance a company-wide issue, and that centralized maintenance departments dominate resources in large firms, but outsourcing has become important in small firms. Many of these figures are considered not to be optimal, but the average firm should be able to improve.

34

According to M. Shohet; M. Puterman; E. Gilboa in 2002:

Increasing demands are made on maintenance programmes to provide tools that will support maintenance planning. Among of the most important parameters affecting the efficiency of maintenance management are the precision and the reliability of the predicted service life (PSL) of building components. The main objective of this study was to develop a methodology for the establishment of databases listing deterioration patterns of building components based upon their actual condition. The methodology consists of four steps: (1) identification of failure patterns, (2) determination of the component performance (CP), (3) determination of the life expectancy of deterioration path (LEDP) and (4) evaluation of the predicted service life (PSL). The proposed methodology can be used for planning of maintenance activities, for evaluation of economic implications caused by intensive decay and for maintenance management.

According to A.R. Halea, & B.H.J. Heming in 12 June 1998:

A study was carried out of the management of safety in maintenance activities in the chemical process industry in the Netherlands. A theoretical model of an ideal maintenance management system incorporating safety was established and tested by peer review in five companies in different industries with high safety risks and requirements and good reputations for maintenance management. The model was used to carry out a secondary analysis of available data on maintenance accidents. An audit checklist was derived from the model and used to carry out indepth assessment of the management systems of eight companies with major hazard plants. Finally, the model and audit were used to construct a questionnaire, which was sent to 82 major hazard companies, yielding a response of 47 usable replies. The data from these sources is analyzed to indicate how and where the maintenance management systems in this industry can be

35

improved. The main shortcomings are found in the support given to middle levels of management in translating safety policy into an effective maintenance concept and that into planning, procedures and resource management which give appropriate attention to safety.

Recommendations are made about strengthening these areas with a strong maintenance engineering function responsible for coordinating the incorporation of safety into design, into the maintenance concept and planning and for the learning of lessons from incident and breakdown analysis, a function which can also contribute positively to an economic operation of the facility. Some general recommendations are made about the regulatory implications of these conclusions

According to Lawrence Mann Jr. in 1998:

Performance indicators of operational maintenance can help maintenance staff improve its operations, so that the direct and indirect costs of failure processes can be reduced. Many papers have been written on performance indicators for operational maintenance. However, no consensus on which indicators to use in a particular industry has been reached so far. The authors take an industrial engineering approach to this problem by describing the information system needed to be able to make any inferences on operational maintenance performance in the process industry. The indicators suggested focus on finding the most costly equipment from a maintenance perspective, the cost of the current maintenance concept and the major components of maintenance costs. It is emphasized that standards and procedures need to be developed and that adherence to them has to be ensured.

36

According to David Sherwin in 2000

Reviews overall models for maintenance management from the viewpoint of one who believes that improvements can be made by regarding maintenance as a contributor to profits rather than a necessary evil. The reasons why maintenance is such a Cinderella function are largely historical and can mostly be overcome by new information technology (IT) and its falling cost. Progress is now being held up by outdated notions of what is economically possible in data acquisition and analysis, and failure to revise basic maintenance and reliability concepts, some of which are now 30 years out-of-date. Integrated IT permits mathematical optimization of supradepartmental management decisions, e.g. co-planning of production with maintenance, overhaul/renewal of machinery and improvement of product performance/quality. Life-cycle profit (LCP) is a fair measure of overall effectiveness that emphasizes the value rather than the cost of terotechnological activities.

According to D.N.P. Murthy, A. Atrens, J.A. Eccleston, 2002:

The approach to maintenance management has changed over the last one hundred years. Over the last few years, the Reliability Engineering and Risk Management Group (RERMG) at the University of Queensland have developed an approach called the strategic maintenance management (SMM) approach. The paper outlines the approach and contrasts it with the current approaches. It then discusses the industry-university partnership in the implementation of this approach and the current activities at the University of Queensland to assist industry in the implementation of the SMM approach.

37

According to Ashraf W. Labib in 1998:

This paper describes industrial research in which the implementation of a computerized maintenance management system (CMMS) was used as an effective tool that supports decision making with the objective of achieving world-class manufacturing status. Breakdown trends and performance levels were analyzed in a continuous improvement environment. Critical performance measures were then identified and these became the driving force for specific benchmarking metrics and improvement techniques which enabled approaches to eliminate breakdown losses to be formulated. Data collected were analyzed using a multiple criteria decision making (MCDM) methodology and the MCDM technique was implemented into the software in order to add value to the data. This gave increased support to decision making and enabled appropriate maintenance strategies to be implemented.

According to Dan M. Frangopol in 2007

Cost-competent maintenance and management of civil infrastructure requires balanced consideration of both the structure performance and the total cost accrued over the entire lifecycle. Most existing maintenance and management systems are developed on the basis of lifecycle cost minimization only. The single maintenance and management solution thus obtained, however, does not necessarily result in satisfactory long-term structure performance. Another concern is that the structure performance is usually described by the visual inspection-based structure condition states. The actual structure safety level, however, has not been explicitly or adequately considered in determining maintenance management decisions. This paper reviews the recent development of life-cycle maintenance and management planning for deteriorating civil infrastructure with emphasis on bridges using optimization techniques and considering

38

simultaneously multiple and often competing criteria in terms of condition, safety and life-cycle cost. This multiple-objective approach leads to a large pool of alternative maintenance and management solutions that helps active decision-making by choosing a compromise solution of preferably balancing structure performance and life-cycle cost.

According to C. Sheuta; L. J. Krajewski in 2002:

Proper management of maintenance offers many companies significant potential for improving productivity and profitability. Traditional management thinking regards maintenance costs as accidental, rather than planned and controllable. Additionally, research in maintenance management has focused on preventive maintenance and has ignored corrective maintenance even though the latter is also considered to be a critical activity in industry. This study proposes a decision model that could assist in a comparative evaluation of alternative corrective maintenance policies. This decision model consists of a simulation model and economic analysis. The simulation model predicts inventory costs and delivery performance of a corrective maintenance policy in various production systems. Based on simulation results, an economic analysis, consisting of a net present value model and breakeven models, determines the economic value of alternative maintenance policies. A detailed example is offered to evaluate two particular corrective maintenance policies (machine redundancy and worker flexibility) although the decision model can be applied to other options. The results of the example demonstrate the decision model's capability to assist managers in selecting the best corrective maintenance policy.

39

According to Mahesh Pophaley, Ram Krishna Vyas IN 2010:

This paper endeavors to present a classification, review and analysis of the literature on Plant Maintenance Management Practices (PMMP) employed in Automobile Industries. There is a considerable amount of published research available concerning plant maintenance during the last few decades. Similarly many research articles are available which focuses on various aspects of automobile industries. However, very few studies focus on critical examination of maintenance practices in Automobile Industries in particular. Hence considering the slump in automobile industries in the recent times, a wide-ranging and focused review is attempted here and only those researches have been examined which mainly concentrates on this core aspect. Thus one of the objectives of this literature review is to investigate the present state of Plant Maintenance Management Practices, based on studies conducted in different countries and published in a variety of journals over the past two decades. An examination of 55 pertinent research studies have shown that the publications can be grouped in two categories namely Conceptual and Empirical Research. An analysis of these research articles published between 1990 and 2008, revealed that current maintenance practices ranges from conventional to the latest techniques for optimizing maintenance function like TPM, RCM and Proactive Maintenance. These studies focused more on maintenance problem solving and the main difficulties are reported along with probable solutions. Another goal of the paper is to analyze the articles by year and type of journal they were published in, to determine the trends in maintenance management studies and recommend future direction for research.

40

According to I.P.S. Ahuja, J.S. Khamba, in 2008:

Purpose The purpose of this paper is to review the literature on Total Productive Maintenance (TPM) and to present an overview of TPM implementation practices adopted by the manufacturing organizations. It also seeks to highlight appropriate enablers and success factors for eliminating barriers in successful TPM implementation. Design/methodology/approach The paper systematically categorizes the published literature and then analyzes and reviews it methodically. Findings The paper reveals the important issues in Total Productive Maintenance ranging from maintenance techniques, framework of TPM, overall equipment effectiveness (OEE), TPM implementation practices, barriers and success factors in TPM implementation, etc. The contributions of strategic TPM programmes towards improving manufacturing competencies of the organizations have also been highlighted here. Practical implications The literature on classification of Total Productive Maintenance has so far been very limited. The paper reviews a large number of papers in this field and presents the overview of various TPM implementation practices demonstrated by manufacturing organizations globally. It also highlights the approaches suggested by various researchers and practitioners and critically evaluates the reasons behind failure of TPM programmes in the organizations. Further, the enablers and success factors for TPM implementation have also been highlighted for ensuring smooth and effective TPM implementation in the organizations. Originality/value The paper contains a comprehensive listing of publications on the field in question and their classification according to various attributes. It will be useful to researchers, maintenance professionals and others concerned with maintenance to understand the significance of TPM.

41

CHAPTER 3
OBJECTIVES OF STUDY
1) To identifying the physical features of all assets which require maintenance. 2) To identify maintenance activity and tasks, defining the type of maintenance task (activity) to be performed on each asset and what work should be done under each activity. 3) To identify the frequency of the task - determining how often the activities should be performed (frequency of service); this is important particularly in preventive type of maintenance. 4) To Estimate the time required to complete the task - indicating how long each task should take to complete; 5) To develop an annual work schedule - planning what time the maintenance work for the entire year should take place; 6) To Prepare and issue a work order - identifying what, when, where and by whom maintenance work is to be done. 7) To Determine a Budget - determining the costs for all maintenance activities by calculating labor hours, material, equipment, and contracting costs.

42

CHAPTER 4
RESERCH METHODOLOGY
Research will be more of Explorative research and is the moral fiber of the project. In order to bring about the objectives of the Project, it will be important to eloquent the approach in which it is to be conducted, i.e. the research practice was to be carried out in a certain framework. Purposes of the research are to rummage around for acquaintance. Also research defines a systematic and organized search for applicable information on a particular topic. Interviews with the managers and engineers involved in the maintenance work will be carried out and the final conclusion will be drawn out of it. Secondly, a questionnaire is to be created for Evaluating the objectives and trends out of it. The data was composed to attain aforementioned objectives. This data was collected as:Primary Data: Primary data will be collected directly from the M/s. Ashapura Volclay ltd from the daily maintenance register and the inventory records used in the daily maintenance in the instruments workshops. Secondary Data: It consists of information that previously subsists somewhat in papers. A manuscript is a very important trustworthy and priceless basis of information. Many researchers make use of this fundamental source. Manuscript is nothing of this imperative source; but printed evidence that contains important information about a problem or characteristic of learning. It may be purchased material, journals; company profiles company annual reports, and internal search etc. The composed data will be processed critically examined and analyzed. Sample Size The sample size in total included survey and interviews at M/s. Ashapura Volclay ltd

43

DATA COLLECTION METHOD The data had been collected both by primary data collection methods as well as secondary sources.

PRIMARY DATA:-Most of information had been gathering through primary sources. The method used for collecting data was questionnaire and interviews.

SECONDARY DATA:-Secondary data was making through web sites related to Emotional Intelligence.

TOOL OF ANALYSIS:-

The statistical tools used for analysis of collected data are average, percentage and comparisons.

44

CHAPTER 5
DATA FINDINGS AND ANALYSIS

1. Do you think that instrument must be well maintained to be safe office work?

TABLE - 1 Criteria
Yes No

Frequency
20 5

Percentage
80% 20%

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FINDINGS:
It is evident from the above table that 80% sample of respondents think that instrument must be well maintained for the safe office work and other side 20% respondents does not agree with it.

ANALYSIS:
It is analyzed from the table that most of the employees are strongly agree that instrument must be well maintained for the safe office work.

46

2. Do you understand that equipment must be well maintained to produce a quality product?

TABLE 2 Criteria
Yes No

Frequency
22 3

Percentage
88% 12%

47

FINDINGS:
It is evident from the above Findings that 88% of employees in M/s. Ashapura Volclay Ltd. agree that equipment must be well maintained to produce a quality product and 12% employees does not agree with it in totality.

ANALYSIS:
It is analyzed from the table that most of the employees are thinking that equipment must be well maintained to produce a high quality product in the organization and for the company reputation.

48

3. Do you think that instruments must be well maintained to get best productivity in the organization?

TABLE - 3 Criteria
Yes No

Frequency
23 2

Percentage
92% 8%

49

FINDINGS:
It is evident from the above table that 92% of employees in M/s. Ashapura Volclay Ltd. strongly agree that instruments must be well maintained to get best productivity in any organization and an 8% employee are confused about the statement.

ANALYSIS:
It is analyzed from the table that most of the employees are thinking that instruments must be well maintained to get best productivity in any organization and to adhere to the production schedules.

50

4. Do you understand that instruments must be well maintained so organization to get the lowest product cost.

TABLE - 4 Criteria
Yes No

Frequency
19 6

Percentage
76% 24%

51

FINDINGS:
It is evident from the above table that 76% of employees in M/s. Ashapura

Volclay Ltd. understand that instruments must well maintained so the organization to get the lowest product cost and 24% employee does not think like that.

ANALYSIS:
It is analyzed from the table that instrument must be well maintenance so organization to get lowest product cost and hence able to competes in the market with high Return on Investments (ROI).

52

5. What do you think Maintenance corrective action is permanent fixes vs. constantly fixing recurring problems?

TABLE - 5 Criteria
Yes No

Frequency
18 7

Percentage
72% 28%

53

FINDINGS:
It is evident from the above table that 72% of employees in M/s. Ashapura

Volclay Ltd. think that Maintenance corrective action is permanent fixes vs. constantly fixing recurring problems and 28% of employees do not think like that.

ANALYSIS:
It is analyzed from the table that Maintenance corrective action is permanent

fixes the problems. But it is also best way to constantly fixing recurring problems of instrument in any organization which will results in high outputs and ROI
to the organization at large.

54

6. Everyone values better maintenance as a way to improve business results it is a part of the plants mission and strategy. Do you agree with above statement?

TABLE - 6 Criteria
Yes No

Frequency
24 1

Percentage
96% 4%

55

FINDINGS:
It is evident from the above table that 96% of employees in M/s. Ashapura

Volclay Ltd. think that Everyone values better maintenance as a way to

improve business results it is a part of the plants mission and strategy and 4% employees does not agree with above statement.

ANALYSIS:
It is analyzed from the table that Maintenance is that way to improve business

result and developed our organization and will helps to improve the market stake of the organization with the high returns on the investments.

56

7. Do you think that development systems covered from optimization of Maintenances Management of Instruments in the organization?

TABLE - 7 Criteria
Yes No

Frequency
16 9

Percentage
64% 36%

57

FINDINGS:
It is evident from the above table that 64% of employees in M/s. Ashapura Volclay Ltd. think that development systems covered from optimization of Maintenances Management of Instruments in the organization and 36% employees does not think like that.
[

ANALYSIS:
It is analyzed from the table that development systems covered from optimization of Maintenances Management of Instruments in the organization, more than 60% employees agree with it.

58

8. Do you believe the benefits to your organization of contestable maintenance of instruments?

TABLE - 8 Criteria
Yes No

Frequency
22 3

Percentage
88% 12%

59

FINDINGS:
It is evident from the above table that 88% of employees in M/s. Ashapura

Volclay Ltd. believe that the benefit to our organization of contestable

maintenance of instruments and 12% employees does not believe on that.

ANALYSIS:
It is analyzed from the table that benefits to your organization of contestable maintenance of instruments which will be results in the adherence to the production schedules and high ROI.

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9. How many days after you require maintaining the Instruments in M/s.

Ashapura Volclay ltd.

TABLE - 9 Criteria
Weekly Daily Fortnightly Monthly

Frequency
2 20 3 0

Percentage
8% 80% 12 0%

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FINDINGS:
It is evident from the above table that 80% of employees in M/s. Ashapura Volclay Ltd. think that the required to maintain the Instruments daily, 12% employees think required to maintain the Instruments fortnightly, and 8% think required to maintain the Instruments Weekly.

ANALYSIS:
It is analyzed from the table that most of employees in M/s. Ashapura Volclay Ltd. think that Instruments requires daily maintenance to do all the production jobs smoothly and to adhere to the normal schedules.

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10. Do you update the Daily Log Maintenances book?

TABLE - 10 Criteria
Yes No

Frequency
24 1

Percentage
96% 4%

FINDINGS:
It is evident from the above table that 96% of employees in M/s. Ashapura Volclay Ltd. update the Daily Log Maintenances book and 4% employees do not update the Daily Log Maintenances book.

63

ANALYSIS:
It is analyzed from the table that most of employees in M/s. Ashapura Volclay Ltd. update the Daily Log Maintenances book.

11.

Maintenance cost 2010-11 of M/s. Ashapura Volclay ltd.

Maintenance cost for the year 2010-11 which was incurred by the M/S Ashapura Volclay Ltd is summarized as

Maintenance cost 2010-11 Month April May June July August September October November December January February March Cost Rs. 100174.14 282397.99 148280.67 95822.54 260665.95 190301.21 230032.92 120817.12 76840.65 262415.78 312960.21 237739.40

64

65

12.

Procedure for Instrumentation Maintntenace Process Flow of M/s.

Ashapura Volclay ltd.

CALIBRATION

Follow the calibration plan

Inform to production / lab in 03 days advance by tel. for calibration

Allot the work as per competence

Do the calibration as per procedure

Fill up calibration report / put calibration sticker

If calibration is not confirm, Then do not use inst. for any ref.. Inform to internal customer

No

If calibration is confirm, Send it to production / Lab

Hand Over inst. & copy of cal. report to Internal Customer

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13. Packing Machine Preventive Schedule of M/s. Ashapura Volclay ltd.

[

Sr. No. 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 Calibration

Check Point Load cell setting if disturb Weight Set point Controller cleaning and setting Jali Cleaning & Cloth replace if required Solonide Valve Check Black main Nozzle rubber replace if required Red Rubber Big replace if required Red Rubber Small replace if required Bag Holder cylinder servicing and setting Scissor Cylinder servicing and setting Blower Air Line Cleaning & Checking Scissor Seting Packing Hopper LVS Checking Cone setting if required Packing M/c. Cleaning Bag trials

Status

Remarks

Work completion time: Work done by:

Time/ bag Operator:

Weight

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14. Daily Work Log Book of M/s. Ashapura Volclay ltd.

Date :

Daily Work Log Book

Sr. No Plant Work - Description

Shift :

Stopage Hours

Remarks

15. Calibration Method of M/s. Ashapura Volclay ltd.

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Calibration Method No. 1

Item: Packing machines Type: 1LBO for 25Kg, Valve Type Paper bags with front deducting hood Calibration range: 0-50 kg Operating range of packing machine: 25 Kg Step 1: Follow the calibration plan for calibration of specified instrument. Inform in advance to internal customer for required planning / action for the calibration of specified instrument. Step 2: Open the Packing machine control panel. Switch ON the power supply of panel if not ON. Release the calibration lock. Change the Dipswitch of calibration from OFF to ON. Step 3: Press SHIFT button from code button in the initial mode and press up SHIFT button twice. Step 4: Display will show blinking. Then it will come CALIBRATION mode. Press ENTER button to enter in calibration mode. Step 5: Go to submenu of 6 of calibration for ZERO calibration. Check that nozzle is clean and no weights on nozzle weighing pan. Now ZERO calibration modes starts. Press the ENTER button. Check that STAB is displaying in screen. Press ENTER button. ZERO calibration starts. The message CALIBRATION BUSY goes out when zero calibration completes. Weight indicator will show the 00.00 Kg value. Press ESCAPE button to finish zero calibration. Step 6: Go to submenu of 6 of calibration for SPAN calibration. Check nozzle for cleanness and without any weight on weighing pan. Press the ENTER button. Again press the ENTER button to enter in span calibration. Now put the weight of 50 Kg on weighing pan. On indicator it should come 50 Kg. If not 50 Kg then enter 50 Kg in indicator by shifting keys up / down. Write down the reading showing before adjusting 50 Kg. At this time STAB indication should be there. The message CALIBRATION BUSY goes out when span calibration completes. Press ESCAPE to finish span calibration. Step 7: If weight error is not coming under acceptance criteria of 0.1 %, then repeat the above procedure to nullify the error. Note down reading of error adjusted. Step 8 : Calibration is completed. Lock the calibration LOCK. Close the control panel.

69

Step 9: Fill up the calibration report in form. Calibration report to be signed by instrument supervisor & HOD (Inst.). Put the calibration status sticker on instrument. Step 10: Handover this packing machine to production department and & inform completion of job.

Calibration Method No. 2

Item: Temperature element RTD, Type: 2 x Pt 100 Instrument range: 0-150 C, Calibration range: 0 -150 C Step 1: Follow the calibration plan for calibration of specified instrument. Inform in advance to internal customer for required planning / action for the calibration of specified instrument Step 2: Remove the RTD from equipment and take to Instrument workshop for calibration. Step 3: Switch ON the temperature bath for calibration of RTD. Put the RTD and Master thermometer in temperature bath. Connect the RTD terminals with Master multi meter. Switch ON the multi meter measuring ohms. Set the various temp setting in temp bath starting from 25 C up to full range of RTD in various steps looking range of RTD. Note down the temperature reading of master thermometer and master multi meter reading in calibration format AV/IMFM/04,Rev.1. Compare with standard ohms of RTD with ohms of master multi meter readings. See the Chart of Resistance vs temperature as per DIN 43760. Step 4: If calibration RTD readings coming under acceptance criteria of +/- 1 C then calibration of RTD is okay. If readings are not coming under acceptance criteria then do not use this RTD for any application. Mark the label of NOT USE on this RTD. Step 5: If calibration of this RTD is okay then put the same in operation and inform to production / quality department. If RTD is not okay then replace the RTD with new calibrated one. Step 6: Switch OFF the temperature bath and remove RTD / Master thermometer from bath. Take care of high temperature. Switch OFF the multimeter.

70

Step 7: Write down the calibration report in form. Calibration report to be signed by instrument supervisor & HOD (Inst.). Put the calibration status sticker on instrument. Step 8 : Put the calibrated RTD in operation and inform to concerned department about completion of job.

Calibration Method No. 3

Item: Platform type weighing scale, Tag Nos.: EB-3 Instrument range : 0-60 Kg Calibration range: 0-60 Kg Step 1: Follow the calibration plan for calibration of specified instrument. Inform in advance to internal customer for required planning / action for the calibration of specified instrument Step 2: Clean the platform-weighing pan. Switch ON the platform scale. Step 3: ZERO CALIBRATION: Check that 0 Kg indication is coming on indicator after cleaning the weighing pan. Also check that if load cell & weighing pan are loosed then tight the load cell and weighing pan. If 0 Kg is not coming than note down the reading. Open the indicator circuit and adjust ZERO by ZERO potentiometer. Now indicator should show 0 Kg. If this is now zero then zero calibration is okay otherwise turn the zero potentiometer again. Now if this is 0 Kg then ZERO calibration is completed. Note down the indicator reading in calibration form no. AV/IM/FM/03,Rev.2. Step 4: Put the weights in various steps on weighing pan and note down the indicator readings in calibration form. Step 5: SPAN CALIBRATION: Put the standard 60 Kg weight on weighing pan. This should show 60 Kg. If this does not show 60 Kg then adjust SPAN potentiometer to give indicator reading 60 Kg. Note down the reading before adjustment of potentiometer. If indicator not showing 60 Kg then again adjust span potentiometer until its shows 60 Kg. After coming 60 Kg close the circuit of indicator. Now SPAN calibration is completed. Switch OFF the platform scale. Now remove weights from weighing pan in steps and note down indicator corresponding reading in calibration form.

71

Step 6: If weight error is not coming under acceptance criteria of 0.06 % , then repeat the above procedure to nullify the error. Note down reading of error adjusted. Step 7: If calibration is completed, fill up the calibration report in form. Calibration report to be signed by instrument supervisor & HOD (Inst.). Put the calibration status sticker on instrument. Step 8 : Handover this platform scale & inform completion of job to laboratory department Handover this platform scale to production department & inform completion of job.

16. LIST OF EXTERNALLY ORIGINATED DOCUMENTS.

Sr. no. 1 Rev / issue no. 00 Document no. Title Qty Held wit h HOD/ Superv. HOD/ Superv. HOD/ Superv.

AV/PD/IM/ED/001

Manual of air packer

00

AV/PD/IM/ED/002

Manual of belt weigher 1

00

AV/PD/IM/ED/003

Manual of telemechanique Avitar 58- VFD Manual of Eurotherm601 VFD

00

AV/PD/IM/ED/004

HOD/ Superv.

00 5

AV/PD/IM/ED/005

Manual of air packer weighing controller

HOD/ Superv.

00

AV/PD/IM/ED/006

Manual of Magnetic flow meter

HOD/ Superv.

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CHAPTER 7
LIMITATIONS OF THE STUDY

The findings of the study are based on the information provided and data provided at Bangalore only. Efforts will be made to make the study as accurate as possible, 100% accuracy cannot be claimed because of the following reasons: -

The sample size to study is Limited to the M/s. Ashapura Volclay ltd, Bhuj Kutch. Sample to be drawn by Quota sampling, so the possibilities of sample error cannot be

ruled out. Some of the sampling and non-sampling errors may creep into the study.

CHAPTER 8
73

CONCLUSION
The term maintenance means to keep the equipment in operational condition or repair it to its operational mode. Main objective of the maintenance is to have increased availability of production systems, with increased safety and optimized cost. Maintenance management involves managing the functions of maintenance. Maintaining equipment in the field has been a challenging task since the beginning of industrial revolution. Since then, a significant of progress has been made to maintain equipment effectively in the field. As the engineering equipment becomes sophisticated and expensive to produce and maintain, maintenance management has to face even more challenging situations to maintain effectively such equipments in industrial environment. A maintenance strategy or option means a scheme for maintenance, i.e. an elaborate and systematic plan of maintenance action. Following are the maintenance strategies that are commonly applied in the plants of Ashapore. Breakdown Maintenance or Operate to Failure or Unplanned Maintenance Preventive or Scheduled Maintenance Predictive or Condition Based Maintenance Opportunity Maintenance Design out Maintenance

It concerns in achieving an optimum balance between plant availability and maintenance resource utilization at Ashapore. The two organization structures that are common are: Centralized and Decentralized. A decentralized structure would probably experience a lower utilization than centralized one but would be able to respond quickly to breakdowns and would achieve higher plant availability. In practice, one may have a mix of these two. A maintenance organization can be considered as being made up three necessary and interdependent components.

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1. Resources: men, spares and tools 2. Administration: a hierarchy of authority and responsibility for deciding what, when and how work should be carried out. 3. Work Planning and Control System: a mechanism for planning and scheduling the work and feeding back the information that is needed for correctly directing the maintenance effort towards defined objective.

Following are the major functions of a maintenance department which is my finding out of this research project: Maintenance of installed equipment and facilities Installations of new equipment and facilities PM tasks Inspection and lubrication of existing equipment CM tasks monitoring of faults and failures using appropriate techniques Modifications of already installed equipment and facilities Management of inventory Supervision of manpower Keeping records

An effective maintenance system includes the following elements : Maintenance Policy Control of materials Preventive Maintenance

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Condition Monitoring Work Order Job planning Priority and backlog control Data recording system Performance measurement measures or indices

Maintenance performance for a plant or an organization can be assessed through analysis of Reliability, Availability and Maintainability (RAM) plant data. Relevant parameters, measures or indices for specific plants can be identified. The performance over a period of time will show if it is improving, going down or being sustained. This will also help in knowing how well the objectives are being met. In addition, it will guide the areas which are strong and which need to be strengthened. Use of computers and dedicated software will certainly help in implementing this and the maintenance management system in general. Finally, Maintenance is expected to play even much bigger role in years to follow, as industries worldwide are going through an increasing and stiff competition and increased automation of plants. The down time cost for such systems is expected to be very high. To meet these challenges, maintenance has to use latest technology and management skills in all spheres of activities to perform its effective role in profitability of the company.

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CHAPTER 9
REFERENCES
1. A review of overall models for maintenance management: David, (Lund University Institute of Technology, Sweden 2. Maintenance Policy and Procedures - 2nd Edition by Ivan Gothmale 3. Maintenance Policy and Procedures - 2nd Edition by harn joshep 4. www.plant-maintenance.com/maintenance_articles_rcm.shtml 5. www.vicfirth.com/education/percussion101-concertKeybo

6. Kelly, Anthony, Managing maintenance resources, Butterworth-Heinemann, 2006. 7. Collacott, R.A., Mechanical fault diagnosis, Chapman and Hall, 1977. 8. Levitt Joel, Handbook of maintenance management, Industrial Press, 1997. 9. Wilson Alan, Asset maintenance management, Industrial Press, 2002. 10. Tery Wireman, Developing performance indicators for maintenance, Industrial Press, 2005. 11. Kelly, Anthony, Managing maintenance resources, Butterworth-Heinemann, 2006. 12. Collacott, R.A., Mechanical fault diagnosis, Chapman and Hall, 1977. 13. Levitt Joel, Handbook of maintenance management, Industrial Press, 1997. 14. Wilson Alan, Asset maintenance management, Industrial Press, 2002. 15. Tery Wireman, Developing performance indicators for maintenance, Industrial Press, 2005.

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CHAPTER 10
QUESTIONNAIRE

Dear Sir/ Madam, I am Trupti Goswami a student of MBA Final Year, as a part of my curriculum; I am to take a research Project on Analysis and optimization of Maintenances Management of Instruments at M/s. Ashapura Volclay ltd. To enable to undertake above mentioned study, I request you to give your fair views. Your insights and perspective are important and valuable for my research. Policy on Confidentiality: Please feel free to give your honest responses. The confidentiality of the information provided by the respondent is completely assured. 1. Do you think that instrument must be well maintained to be safe office work? Yes No

2. Do you understand that equipment must be well maintained to produce a quality product? Yes No

3. Do you think that instruments must be well maintained to get best productivity in the organization?

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Yes

No

4.

Do you understand that instruments must be well maintained so organization to get the lowest product cost. Yes No

5.

What do you think Maintenance corrective action is permanent fixes vs. constantly fixing recurring problems? Yes No

6.

Everyone values better maintenance as a way to improve business results it is a part of the plants mission and strategy. Do you agree with above statement? Yes No

7.

Do you think that development systems covered from optimization of Maintenances Management of Instruments in the organization? Yes No

8.

Do you believe the benefits to your organization of contestable maintenance of instruments? Yes No

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9. How after you require to maintain the Instruments in M/s. Ashapura Volclay

ltd. Weekly Daily fortnightly

Monthly 10. Do you update the Daily Log Maintenances book? Yes No

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