DEVELOPMENT OF COMPUTERISED MAINTENANCE MANAGEMENT

SYSTEM (CMMS) FOR READY MIX CONCRETE PLANT PRODUCTION

FACILITIES










THAYALAN A/L SUPRAMANI










UNIVERSITI TEKNOLOGI MALAYSIA



















I hereby declare that I have read this thesis and in my
opinion this thesis is sufficient in terms of scope and quality for the
award of the degree of Master of Science (Construction Management)




Signature : ....................................................
Name of Supervisor : ....................................................
Date : ....................................................











Ir Dr. Rosli Mohamad Zin
4 April , 2005


DEVELOPMENT OF COMPUTERISED MAINTENANCE MANAGEMENT
SYSTEM (CMMS) FOR READY MIX CONCRETE PLANT PRODUCTION
FACILITIES




THAYALAN A/L SUPRAMANI




A project report submitted in partial fulfilment of
the requirements for the award of the degree of
Master of Science (Construction Management)



Faculty of Civil Engineering
Universiti Teknologi Malaysia



April, 2005















I declare that this thesis entitled Development of Computerised Maintenance
Management System (CMMS) for Ready Mix Concrete Plant Production Facilities is
the result of my own research except as cited in the references. The thesis has not been
accepted for any degree and is not concurrently submitted in candidature of any other
degree.





















Signature : ....................................................
Name : THAYALAN A/L SUPRAMANI
Date : April 2, 2005








Especially dedicated to
my father, mother and sisters
also
my special thanks to Dr. Prasad Kumar
who help and encourage me in writing this report



















vii
ACKNOWLEDGEMENTS




The author would like to acknowledge his supervisor, Ir Dr. Rosli Mohamad Zin, for
the guidance, suggestions, and help given to me all through the process of doing this
research, and also to his friends, Mr. Sai Sidharth and Mr. Senthuran, the software
programmers, for all their help and advice.


My grateful thanks also to all my friends and relatives who help me in completing
this research project.















viii
ABSTRACT




The role of information technology is critical for plant maintenance optimization
because it relies on the ability of the plant personnel to bring all data together in a coherent
fashion for optimum analysis and decision-making. Equipment, be it sophisticated or basic in
operation and design, depending on its usage, will inevitably malfunction and breakdown.
Equipment maintenance need to be planned for, the possibility and probability of
breakdowns and disruption to operations must also be considered when planning and
scheduling production. The aim of this study is to develop a computerized maintenance
management system (CMMS) that will improve conventional maintenance operation system
at ready mix concrete plant production facilities. The initial stage of the study involved
comprehensive literature reviews to gather the information of computerized maintenance
management systems (CMMS) and batching plant production facilities maintenance
information. The next stage was the development of an appropriate maintenance
management system model for ready mix concrete plant production facilities and finally
followed by prototype development. Validation of the developed CMMS model shows that
the malfunction and breakdown of production facilities can be minimized through expert
opinion in this same field. Generally, current manual ready mix concrete plant maintenance
can be optimized through CMMS and more successful reliable plant maintenance can be
achieved.





ix

ABSTRAK




Peranan teknologi maklumat dalam mengoptimakan penyenggaraan di kilang adalah
kritikal sebab ia bergantung kepada pihak kilang yang terlibat untuk mengumpulkan data di
dalam penganalisisan yang optima untuk membuat keputusan. Memang tidak dapat dinafikan
bahawa walaupun jentera atau alatan yang mempunyai rekabentuk canggih atau asas dalam
pengoperasian di kilang pada ketikanya akan mengalami kerosakan. Penyenggaraan ini perlu
dirancang untuk mengetahui sebab atau kemungkinan kerosakan dialami kepada jentera
selain mengambilkira gangguan yang berlaku kepada operasi jentera semasa perancangan
untuk pembuatan. Tujuan kajian ini ialah untuk menghasilkan suatu sistem pengurusan
penyenggaraan berkomputer (CMMS) untuk meningkatkan lagi sistem operasi
penyenggaraan konvensional di kilang pembuatan konkrit sedia bancuh. Dalam peringkat
awal, maklumat berkaitan dengan sistem pengurusan penyenggaraan berkomputer (CMMS)
dan maklumat penyenggaraan fasiliti di kilang konkrit dikumpul melalui hasil dapatan kajian
yang lain. Peringkat berikutnya adalah merekabentuk model sistem pengurusan
penyenggaraan berkomputer (CMMS) yang sesuai dan diikuti dengan pembangunan model
prototaip. Penilaian telah dibuat ke atas model yang telah dicipta oleh pakar di dalam bidang
yang sama menunjukkan model sistem pengurusan penyelenggaraan berkomputer (CMMS)
adalah efektif dalam mengurangkan kerosakan kepada fasiliti pembuatan kilang konkrit.
Secara umumnya, kaedah manual dalam penyenggaraan kilang konkrit dapat dioptimakan
lagi melalui penggunaan sistem pengurusan penyenggaraan berkomputer (CMMS) yang
membolehkan keberkesanan penyenggaraan loji/peralatan dicapai.


x

TABLE OF CONTENTS




CHAPTER TITLE PAGE

TITLE i
DECLARATION ii
DEDICATION iii
ACKNOWLEDGEMENT iv
ABSTRACT v
ABSTRAK vi
TABLE OF CONTENTS vii
LIST OF FIGURES xiii
LIST OF TABLES xvi
ABBREVIATIONS xvii


CHAPTER I INTRODUCTION 1
1.1 Problem Statement 2
1.2 Objectives of the Study 4
1.3 Scope of the Study 4
1.4 Methodology 5
1.5 Arrangement of the Report 6


xi
CHAPTER II LITERATURE REVIEW 8
2.1 Manufacturing maintenance objectives 8
2.2 Computer maintenance management systems 11
2.3 Current Industrial Practices in the Area of
CMMS 14
2.4 Reliability Centered Maintenance (RCM) 15
2.5 An information-processing model of
maintenance management 18
2.6 System Concept Development Phase 25
2.6.1 Objective 25
2.6.2 Tasks and Activities 26
2.6.2.1 Study and Analyze the
Business Need 26
2.6.2.2 Plan the Project 27
2.6.2.3 Form the Project Acquisition
Strategy 27
2.6.2.4 Study and Analyze the Risks 27
2.6.2.5 Obtain Project Funding, Staff
and Resources 28
2.6.2.6 Document the Phase Efforts 28
2.6.2.7 Review and Approval to Proceed 28
2.6.3 Deliverables 29
2.6.3.1 System Boundary Document 29
2.6.3.2 Cost Benefit Analysis 29
2.6.3.3 Feasibility Studies 29
2.6.3.4 Risk Management Plan 30
2.6.4 Phase Review Activity 30
2.7 CMMS Model Approach 30
2.7.1 Maintenance Process 31
2.7.2 Maintenance Approach 33
2.7.3 Maintenance Management Plan 36
xii
2.7.4 Best Maintenance Practices 37
2.7.5 Technical Strategy 39
2.7.6 Probability of Failure 41
2.7.7 System Bathtub Curve 43
2.7.8 Reliability Modeling 44
2.7.9 Management Strategy 46
2.7.10 Maintenance Functional Mapping 50
2.7.11 Strategic Maintenance Tools 53
2.8 Batching Plant Equipment Maintenance 54
2.8.1 Scales 57
2.8.2 Water Meter 60
2.8.3 Aggregate Bins 61
2.8.4 Admixtures 64
2.8.5 Automatic Controls 64
2.8.6 Cement Silos 68
2.8.7 Aggregates Heating System 70
2.8.7.1 Features of Aggregate Hot Air
Heating System 71
2.8.8 Dust Collector 72
2.8.9 Delivery Fleet Maintenance 73
2.8.9.1 Mixer Maintenance 73
2.8.9.2 Truck Mixer Maintenance 75
2.9 Current Process involved in Operation at
Ready Mix Concrete Production 79
2.9.1 Process Modeling Tool of
Ready Mix Concrete Plant 81
2.9.1.1 Petri Net Model 81
2.9.1.2 CYCLONE Model 82
2.9.1.3 One-Plant-Multi site Model 83
2.9.1.4 SDESA Modeling 83

xiii
2.9.2 Schematic of Standard Ready Mix
Concrete Plant 85
2.9.2.1 Powder Silo 85
2.9.2.2 Silo Pump 85
2.9.2.3 Powder and/or
Liquid Weigher 86
2.9.2.4 Mixer 86
2.9.2.5 Concrete Truck Mixer 86
2.9.2.6 Skip 86
2.9.2.7 Raw Material Storage 87
2.9.2.8 Raw Material Weigher
& Transport 87
2.9.2.9 Control Room 87
2.10 Standard Maintenance for Ready Mix
Concrete Production Facilities 88


CHAPTER III RESEARCH METHODOLOGY 91
3.1 Introduction 91
3.2 Research Methodology 92
3.2.1 Literature Review 92
3.2.2 Data Collection 93
3.2.3 Model Development 94
3.2.3.1 Process Models 94
3.2.3.1.1 Rapid Application
Development
(RAD) Modeling 94
3.2.3.1.2 Dynamic Systems
Development Method
(DSDM) Modeling 96
3.2.3.2 Programming Language 97
xiv
3.2.3.2.1 Visual Basic 97
3.2.3.2.2 MS Access 98
3.2.3.3 Develop a Conceptual Modeling 99
3.2.3.4 Develop Prototype 99
3.2.4 Validation 100
3.2.5 Conclusion and Recommendation 101


CHAPTER IV CMMS CONCEPTUAL MODEL DEVELOPMENT
ON READY MIX CONCRETE PLANT 102
4.1 Batching Control System in Ready Mix
Concrete Plant 102
4.2 Ready Mix Concrete Batching Process
Description 106
4.3 Integration of CMMS model in Ready Mix
Concrete Plant Production Facilities Maintenance 108
4.4 CMMS Core Modules 110
4.5 CMMS Work Order of Functional Flow Diagram
in Ready Mix Concrete Plant 111
4.6 CMMS Work Order Flow Diagram in Ready Mix
Concrete Plant Production 113
4.7 Proposed Conceptual Model for Ready Mix
Concrete Plant Production Facilities Management
System 114


CHAPTER V READY MIX CONCRETE PLANT PRODUCTION
FACILITIES MANAGEMENT SYSTEM
PROTOTYPE DEVELOPMENT 117
5.1 Context Diagram 117
5.2 Data Flow Diagram Level 1 118
xv
5.2.1 Data Flow Diagram Level 2: Login
Process 121
5.2.2 Data Flow Diagram Level 2: Location
Module 123
5.2.3 Data Flow Diagram Level 2: Work Order
Module 125
5.2.4 Data Flow Diagram Level 2: Machine
Module 127
5.2.5 Data Flow Diagram Level 2: Preventive
Maintenance Module 129
5.2.6 Data Flow Diagram Level 2: Masters
Module 131
5.2.7 Data Flow Diagram Level 2: Report
Module 133


CHAPTER VI CONCLUSION AND RECOMMENDATION 136
6.1 Conclusion 136
6.2 Recommendation 138

REFERENCES 140










xiv
LIST OF TABLES




TABLE NO. TITLE PAGE
2.1 Maintenance Management Systems Support 49
2.2 Maintenance Management Systems Processes 51




















xv
LIST OF FIGURES




FIGURE NO. TITLE PAGE
1.1 Methodology of the Research 5
2.1 Maintenance Costs 10
2.2 The System Architecture of The Proposed
RCM-based CMMS Integrated Solution 18
2.3 System Concept Development Phase Activities 26
2.4 Maintenance: A Process or A Function 32
2.5 Maintenance Approach 34
2.6 Maintenance Management Plan 36
2.7 Best Maintenance Practice 38
2.8 Technical Management 39
2.9 Probability of Failure 42
2.10 System Bathtub Curve 43
2.11 Reliability Modeling 45
2.12 Management Strategy 47
2.13 Maintenance Functional Mapping 51
2.14 Strategic Maintenance Tools 54
2.15 Hoppers at Batching Plant 55
2.16 Conveyor Carrying Aggregate to Hopper 56
2.17 Diagram of Two Types of Hopper Systems 57
xvi
2.18 Beam Scale 58
2.19 Spring Less Dial Type Scale 58
2.20 Over-Under Indicator 59
2.21 Water Meter 61
2.22 Aggregate Bin 62
2.23 Cross Section of Aggregate Bin 62
2.24 Cross Section of Aggregate Hoppers 63
2.25 Admixture Metering Device. (The dosage of admixture) 64
2.26 The Automatic Controls 65
2.27 Automatic Controls on when aggregates and cement are
weighed on one scale 66
2.28 Batching Control System 67
2.29 Main Screen Interface at Batching Control System 68
2.30 Cement Silos 69
2.31 Cross Section of Cement Silos with all the Specifications 70
2.32 Hot Air Heating System 72
2.33 Dust Collector 73
2.34 Mixing Blade Configurations 74
2.35 Truck Mixer and Transit Truck Mixer 75
2.36 Revolution Counter 76
2.37 Concrete Production Process in Ready Mix Concrete Plant 80
2.38 SDESA model schematic for one-plant-multi site RMC
System 84
2.39 Standard Ready Mix Concrete Plant 85
2.40 Schematic of Standard Process in Ready Mix
Concrete Plant 88
3.1 Rapid Application Development Model 95
4.1 Data Flow Diagram in Batch Control System 103
4.2 Data Model Diagram of Overall Batching Control System 104
4.3 Schematic for Process of Batch Control System to
Batching System 106
xvii
4.4 Concrete Batching Processes in Ready Mix Concrete Plant 107
4.5 CMMS Model in Ready Mix Concrete Plant Maintenance 109
4.6 CMMS Core Modules 111
4.7 Functional Flow Diagrams for Work Orders of Plant
Maintenance in Ready Mix Concrete Plant 112
4.8 Work Order Flow Diagrams for Plant Maintenance in
Ready Mix Concrete Plant 114
4.9 Proposed Conceptual Model for Ready Mix Concrete
Plant Production Facilities Management System 116
5.1 Context Diagram for Ready Mix Concrete Plant
Production Facilities Management System 118
5.2 Data Flow Diagram Level 1 for Main Menu in
CMMS Model 119
5.3 Main Menu for Ready Mix Concrete Plant Production
Facilities Management System Prototype as in Data
Flow Diagram Level 1 121
5.4 Data Flow Diagram Level 2: Login Process 122
5.5 The prototype Interface for Login Process 123
5.6 Data Flow Diagram Level 2: Location Module 124
5.7 The Prototype Interface for Line List in Location Module 125
5.8 Data Flow Diagram Level 2: Work Order Module 126
5.9 The Prototype Interface for Work Order List 127
5.10 Data Flow Diagram Level 2: Machine Module 128
5.11 The Prototype Interface for Machine List 129
5.12 Data Flow Diagram Level 2: Preventive Maintenance
Module 130
5.13 The Prototype Interface for Preventive Maintenance 131
5.14 Data Flow Diagram Level 2: Masters Module 132
5.15 The Prototype Interface for Master List 133
5.16 Data Flow Diagram Level 2: Report Module 134
5.17 The Prototype Interface for Report Module 135

ABBREVIATIONS




CMMS - Computerized Maintenance Management System
PM - Preventive Maintenance
RAD - Rapid Application Development
RCM - Reliability Centered Maintenance
PCM - Profit Centered Maintenance
AM - Asset Management
CBM - Condition Based Maintenance
TPM - Total Productive Maintenance
WCM - World Class Manufacturing
AMT - Advanced Manufacturing Technology
SBD - System Boundary Document
CBA - Cost Benefit Analysis
IPM - International Performance Measurements
PT&I - Predictive Testing and Inspection
CET - Critical Environment Technologies
MTBF - Mean Time Between Failure
MTTR - Mean Time To Repair
HVAC - Heating, Ventilation, and Air Conditioning
UCL - Upper Control Limit

CHAPTER I




INTRODUCTION




1.0 Introduction

Computerised Maintenance Management Systems (CMMS) are increasingly
being used to manage and control plant and equipment maintenance in modern
manufacturing and construction services industries. This view of the selection and
implementation process can assist those who are considering CMMS for the first time,
to decide their requirements.

A number of years ago, the principles of CMMS were applied to hospital
equipment maintenance, where critical breakdowns could lead to the development of life
threatening situations. In recent years private companies have come to recognize the
value of these systems as a maintenance performance and improvement tool. The advent
of the PC during the last few years has further boosted their popularity. As more and
more maintenance personnel become computer literate they are regarded as an
increasingly attractive option. Companies are also investing in CMMS because they are
generally designed to support the document control requirements of ISO 9002.

Some of the standard functions available from a CMMS are discussed later in this
document and those who have had no previous exposure to CMMS will find this useful.
However, in essence, a CMMS may be used to:
Control the companys list of maintainable assets through an asset register
Control accounting of assets, purchase price, depreciation rates, etc.
Schedule planned preventive maintenance routines
Control preventive maintenance procedures and documentation
Control the issue and documentation of planned and unplanned maintenance
work.
Organize the maintenance personnel database including shift work schedules
Schedule calibration for gauges and instruments
Control portable appliance testing
Assist in maintenance project management
Provide maintenance budgeting and costing statistics
Control maintenance inventory (store's management, requisition and purchasing)
Process condition monitoring inputs
Provide analysis tools for maintenance performance.




1.1 Problem Statement


Computerised Maintenance Management Systems (CMMS) at batching plant for
ready mix concrete based on software methodology will be able to delivers various
benefits to organizations by delivering information to maintenance engineers and
managers. It is also an equipment preventive / inspection maintenance planning and

scheduling allows for automatic generation of preventive / inspection work orders.
Nevertheless in actual working environment, it is very difficult for plant managers at
batching plant to monitor and control overall maintenance for batching plant. This is
because there is no computerized maintenance management system implemented at
current batching plant to reduce the breakdown time and best maintenance practices.


Normally during the maintenance for batching plant, the maintenance
department will usually engaged with the manual maintenance operation by typical
paper system, each piece of equipment or asset will have a history card or file. This
procedure of maintenance is done according to time lapse or any breakdown of
equipment at plant. There are no maintenance optimisation computerised system is
triggered for a particular system or set of symptoms if any failure occurs at plant.


Maintenance using CMMS in batching plant will assist to highlight the levels of
downtime and reduce costs even though there were no supports from top management to
implement other best maintenance practices. Apart from that, CMMS control spares
module to reduce spares and still have parts on hand for plant facilities maintenance. For
problems associated with maintenance personnel excelling at some jobs and lacking
skills in other craft areas. CMMS allows managers to review information related to what
work has been done and by who over a period and assign work appropriately in a variety
of craft areas in the future. In cases where not enough maintenance personnel to handle
the work load, CMMS can generate reports on labour requirements for each work order
totalling the information by craft and week, showing imbalances and requirements for
additional personnel. CMMS can provide reports for each item of equipment for
breakdown just before preventative maintenance which can help pinpoint problem parts
or requirements to reduce the preventative maintenance interval.




1.2 Objectives of the Study


The aim of this study is to develop a Computerised Maintenance Management
System (CMMS) that will improve conventional maintenance operation system in ready
mix concrete plant production facilities. To achieve this aim of the study, the following
objectives have been determined:


1. To identify the current or conventional maintenance system at ready mix
concrete plant;
2. To propose a Computerized Maintenance Management System (CMMS) model
at ready mix concrete plant; and
3. To develop Computerized Maintenance Management System (CMMS)
prototype.




1.3 Scope of the Study


The scopes of the study are as follows:


1. The study focused on the Computerised Maintenance Management System
(CMMS) used in Wet and Dry Ready Mix Concrete Plants; and
2. The Computerised Maintenance Management System (CMMS) only cover
common maintenance work progress items that used in wet and dry ready mix
concrete plants for production facilities such batching equipment, batching

control system, machines, preventive maintenance (PM) scheduling, automatic
work order generation, and data integrity for report.


1.4 Methodology


Detail discussion on methodology of the study is given in chapter III. Generally
the flow diagram of methodology of the study is as shown below.




Figure 1.1 Methodology of the Study

Determining Objective and Scope
Literature Review
Identifying Problem statement
Develop Conceptual Modeling
Develop Prototype
Validation
Conclusion and Recommendation
Interview and
Expert Opinion


1.5 Arrangement of the Report


This research which is the result of a masters project report was arranged as
follows:

a. Chapter I: Introduction.
In this introduction the problem statement, scope of the study and
limitation and arrangement of the report was explained.


b. Chapter II: Literature Review.
This chapter is a discussion on literature in order to understand the
function of CMMS model, benefit of CMMS model and role of CMMS
model in maintenance for plant production facilities in ready mix concrete
plant, specifically discusses the concrete batching plant equipment
maintenance which required by CMMS model to carrying out plant
production facilities maintenance.


c. Chapter III: Research Methodology
This section consists of a discussion on how research is carried out
according to four steps chronologically, i.e.: the literature review, data
collection obtained by interviewing the ready mix concrete plant managers
and technicians who involved in plant maintenance, then the data collected
are input to the CMMS model prototype to obtain the result of the research
and finally conclusion and recommendation are made.





d. Chapter IV: CMMS Conceptual Model Development
The conceptual model for CMMS was developed using data flow diagram
from data collection in concrete batching plant which are then verified for
CMMS prototype development.


e. Chapter V: CMMS Prototype Model Development
The CMMS prototype model was developed based on the conceptual
model using Microsoft Access for interfaces and Visual Basic
programming language for prototype coding.


f. Chapter VI: Conclusion and Recommendation
This last chapter consists of the conclusion of the result of the research and
recommendation to improve CMMS prototype model for ready mix
concrete plant production facilities maintenance.













CHAPTER II




LITERATURE REVIEW




2.1 Manufacturing Maintenance Objectives


Considerable sums of money are wasted in business annually, because of
ineffective or poorly organised maintenance. However, maintenance is only one
element, which contributes to effective operation during the life cycle of an item of
equipment. Maintenance has a very important part to play, but must be coordinated
with other disciplines such as training personnel in appropriate skills, maintaining
motivation and effective people management. Taken together, this approach aimed at
achieving economic life-cycle cost for an item has been called terotechnology, and
defined by Wild (1995) as the multidisciplinary approach to the specification,
design, installation, commissioning, use and disposal of facilities, equipment and
buildings, in pursuit of economic life-cycle costs. The formal definition of
terotechnology according to the British Standard, BS 3811:1984 is a combination
of management, financial, engineering, building and other practices applied to the
physical assets in pursuit of economic life cycle costs.





9
Williams, Davies and Drake (1994) go on to clarify this definition by stating that
terotechnology is concerned with the specification and design for reliability and
maintainability of plant, machinery, equipment, buildings and structures, with their
installation, commissioning, operation, maintenance, modification and replacement, and
with feedback of information on design, performance and costs. Hodges (1991)
simplifies these definitions by explaining terotechnology as the achievement of the
best value for money using techniques which are many and various in their forms,
approach and application.


The objective of maintenance is to try to maximise the performance of
equipment by ensuring that, items of equipment function regularly and efficiently, by
attempting to prevent breakdowns or failures, and by minimising the losses incurred by
breakdowns or failures. In fact, it is the objective of the maintenance function to
maintain or increase the reliability of the operating system taken as a whole. Sivalingam
(1997) discusses the importance of maintenance within the broader area of industrial
management. He states an integrated maintenance management when properly
implemented can lessen emergencies by 75%, cut purchasing by 25%, increase
warehouse accuracy by 95% and improve preventative maintenance by 200%. He goes
on to say, with maintenance costs rising from 9% to 11% per annum, the potential for
savings is very high in the short and long term. Good management of maintenance can
reduce costs by as much as 35%. Wild (1995) draws the familiar total cost curve as in
Figure 2.1, which shows that increased effort in preventative maintenance should reduce
the cost of repair. If it were possible to define both of these curves, then it would be a
simple task to determine the minimum cost maintenance policy. However, it is not as
clear-cut as this and therefore maintenance policy is much more difficult to formulate.



10

Figure 2.1 Maintenance Costs (Source: Wild, 1995)


The overall objective is to minimise the total cost of maintenance by minimising
one or both of the costs that contribute to it. Reducing the cost of preventative
maintenance (PM) by minimising the level of PM carried out in the manufacturing
facility can increase downtime due to breakdowns and consequently necessitate the need
for more repairs. On the other hand, increasing the level of PM to too high a level will
introduce unnecessary extra maintenance cost without necessarily minimising the risk of
breakdown. The overall objective is to obtain an optimum level of preventative
maintenance so as to reduce total maintenance cost. Achieving this optimum delivers
other benefits such as increased morale, reduction in random breakdowns, improved
quality of product, increased equipment availability, reduced delivery times and of
course increases in profitability.


The strategies utilised successfully in the area of maintenance management
optimisation include Reliability Centred Maintenance (RCM), Profit Centred
Maintenance (PCM), Asset Management (AM), Condition Based Maintenance
(CBM),Total Productive Maintenance (TPM) and World Class Manufacturing (WCM)
through CMMS implementation. These management philosophies essentially comprise
of different techniques and tools with varying emphasis on individual factors, but
achieve a very similar final objective, the optimisation of maintenance. The goal is to
obtain the maximum production output with the best levels of product quality, and doing


11
this at minimum cost to the facility providing the least risk of breakdown. Other
important criteria of modern maintenance include such topics as safety to personnel, the
environment and morale of employees.


2.2 Computer Maintenance Management Systems


Corder (1976) gives an insight into the scope of modern maintenance
management, maintenance management is very wide indeed, since almost all current
engineering, management and accounting practices have some relevance to the subject.
Greater demands are being imposed on the maintenance manager in order to improve the
standard of maintenance and efficiency of work while at the same time reducing
maintenance operational costs.


Chapman (1993) states that CMMS software was seen first around 1976. Today
it is widely used in manufacturing plants all over the world. Maintenance optimisation is
greatly facilitated when companies adopt a World Class Manufacturing/Maintenance
(WCM) philosophy or management strategy in conjunction with CMMS
implementation. There are many factors, which influence management on installing
CMMS software and using it within their plants. Trunk (1997) puts forward the
following reasons for adopting CMMS software:


Customers demand compliance with ISO 9000;
The FDA requires maintenance management systems for plants that handle
pharmaceuticals; and
Insurance companies demand to know cost and condition of material
handling assets.



12

Chapman (1993) states, the tracking and control of plant maintenance and outage
activities involve objectives and requirements which are different from the control of
normal engineering and construction work. The integration of these requirements into a
computerised management information and control system challenges the system
designed. Maintenance and outage work is estimated, scheduled and controlled at a
much greater level of detail than normally required on a typical engineering and
construction project. The variety of tasks associated with the organization of
maintenance management lends itself to the utilisation of computer systems. It is in this
area including planning, organisation and administration of maintenance management
that Computer Maintenance Management Systems (CMMSs) have proved to be very
beneficial.


Lamendola (1998) emphasizes the need to eliminate non-value added activities
especially with respect to documentation of work within maintenance. He states that
this philosophy has long been the essence of Computerised Maintenance
Management Systems. Travis and Casinger (1997) outline other difficulties associated
with modern maintenance management. In their paper they prioritise the top five
problems encountered by maintenance managers and suggest that CMMS is the solution
to these problems. The problems are outlined as follows:


a. Little or no support from management to implement world class maintenance
practices, CMMS reports can highlight the levels of downtime and reduce costs;
b. Inventory problems, the need to reduce spares and still have parts on hand.
Control of spares modules is part of most of the modern CMMS packages;
c. The problems associated with maintenance personnel excelling at some jobs and
lacking skills in other craft areas. CMMS allows managers to review this
information, what work has been done and by who over a period and assign work
appropriately in a variety of craft areas in the future;


13
d. Not enough maintenance personnel to handle the workload. CMMS can generate
reports on labour requirements for each work order totalling the information by
craft and week, showing imbalances and requirements for additional personnel;
and
e. Machines breakdown just before preventative maintenance is due CMMS can
provide reports for each item of equipment, which can help pinpoint problem
parts or requirements to reduce the preventative maintenance interval.

Wireman (1994) is of the opinion that if Computer Maintenance Management
Systems are to be properly examined it is important to have an understanding of the
primary maintenance functions incorporating: maintenance inspections and service,
equipment installation, maintenance storekeeping, craft administration. He goes on to
outline the objectives of CMMS covering: improved maintenance costs, reduced
equipment downtime as a result of scheduled preventative maintenance, increased
equipment life, ability to store historical records to assist in the planning and budgeting
of maintenance, ability to generate maintenance reports. Most of CMMS systems have
four modules or components catering for:


a. work order planning and scheduling;
b. maintenance stores controls;
c. preventative/predictive maintenance; and
d. maintenance reporting.


A committee should head the selection process according to Wireman (1994)
with members from engineering, maintenance, stores, accounting and data processing.
The objectives of these committees include:


a. Review of present record keeping systems and paper work flow;


14
b. Planning objectives of the system in the areas of: work order processing,
maintenance stores, preventative maintenance, cost controls and required reports;
c. Identifying the types of computer systems that are needed;
d. Identifying the vendor packages that meet the objectives; and
e. Evaluation of systems and vendors.





2.3 Current Industrial Practices in the Area of CMMS


Industries such as oil and gas or nuclear power plants are in need of an efficient
computerized maintenance management system to manage their maintenance activities
throughout the plant lifecycle. The major problem that faces the implementation of
CMMS is that the maintenance strategies are either reflected from the equipment
vendor, from similar plants, or from the design environment. The changes in the
operating condition are not fully reflected into the maintenance strategies, which are
configured within CMMS.


From the above-mentioned background points, the research work offers an
automated RCM as integrated with CMMS as part of the plant enterprise engineering
environment. The consolidation of some useful reliability and maintainability methods
and models will enhance consolidation of some useful reliability and maintainability
methods and models will ensure the effectiveness of the proposed solution. In this study,
the system architecture of the integrated solution is presented to show the mechanism of
the proposed solution.




15
Towards the proper analysis of the solution, business activity models have been
developed, which reflects the different activities involved in performing the RCM
assessment. The main modules of the proposed RCM computerized module as well as
the function decomposition of the integrated solution are identified. The implementation
aspects of the proposed solution will be discussed as an adopted CMMS.




2.4 Reliability Centred Maintenance (RCM)


The concepts behind RCM are not new, having their origin in the airline industry back in
the 1960s. After several years of experience, in 1978, the US Department of Defence issued the
MSG-3, an Airline/Manufacturers Maintenance Program Planning Document. That year, Nowlan
and Heap (1978) wrote a comprehensive document on the relationships among Maintenance,
Reliability and Safety, entitled Reliability Centred Maintenance, creating the RCM methodology.
RCM spread throughout industries, specially those needing safety and reliability, during the
1980s and the 1990s, being now extended to several industry fields.

In short, RCM can be defined as a systematic approach to systems functionality, failures
of that functionality, causes and effects of failures, and infrastructure affected by failures. Once
the failures are known, the consequences of them must be taken into account. Consequences
are classified in: safety and environmental, operational (delays), non-operational and hidden
failure consequences. Later, those categories are used as the basis of a strategic framework for
maintenance decision-making. The decision-making process is used in order to select the most
appropriate task to maintain a system filtering the proposed classification of consequences
through a logic decision tree. In the 1970s, and still today, RCM was a major challenge in many
industries because it changed the focus of PM from bringing back the systems to a perfect
state to maintaining the system in a good functional state (within some defined operational
limits).



16
RCM methodology and has three major goals. First one is to enhance safety and
reliability of systems by focusing on the most important functions. RCM is concerned mainly with
what we want the equipment to do, not what it actually does. Second is to prevent or to mitigate
the consequences of failures, not to prevent the failures themselves. The consequences of a
failure differ depending on where and how items are installed and operated. Third one is to
reduce maintenance costs by avoiding or removing maintenance actions that are not strictly
necessary. It is no longer assumed that all failures can be prevented by PM, or that even if they
could be prevented, it would be desirable to do so.

In the early 1960s, the initial reliability centred maintenance (RCM) development was
done by the North American civil aviation industry. RCM process is intended to determine the
most realistic and optimised maintenance requirements of any physical asset to continue its
stated operating condition. Many industries have adopted RCM technique to solve many
confronted maintenance problems. Unfortunately, it did not work as expected for many reasons:
RCM is a time- and effort-consuming process and requires considerable amount of resources,
especially for large number of assets for complex plants; the available information is not
adequate to decide the suitable maintenance strategy and to optimize its cost as maintenance
and operational systems are isolated from design and engineering systems; there are non-
engineering factors involved in the maintenance problems i.e. management and human factors.

To overcome some of the highlighted maintenance problems an integrated RCM-CMMS
system is proposed so that it can dynamically change the maintenance strategies based on the
operating condition of the equipment and other factors affecting the life (age) of the underlying
assets (W. Pujadas and F.F. Chen, 1996).

An automated RCM as integrated with CMMS as part of the plant enterprise
engineering environment. The consolidation of some useful reliability and
maintainability methods and models will enhance consolidation of some useful
reliability and maintainability methods and models will ensure the effectiveness of the
proposed solution. The system architecture of the integrated solution is presented in
Figure 2.2 to show the mechanism of the proposed solution. Towards the proper analysis
of the solution, business activity models have been developed, which reflects the


17
different activities involved in performing the RCM assessment. The main modules of
the proposed RCM computerized module as well as the function decomposition of the
integrated solution are identified.


The system architecture of the proposed RCM-based CMMS integrated solution.
The proposed automated solution includes four main processes: plant design
environment [P1], RCM process [P2], CMMS [P3], and operational systems [P4]. The
integration with design environment is essential as most of the maintenance strategies
are initially decided during the process design stage. RCM component is an expert
system that decides the optimum maintenance strategies and calculates the different
quantitative parameters of maintenance tasks. CMMS component is mainly used during
the operation stage to manage and implement maintenance strategies via extracting asset
information along with their functions from design environment (i.e. from the design
model). RCM utilizes asset information along with design and operational
data/knowledge to perform asset and failure assessments and to build the failure and risk
data/knowledge bases.





18



Figure 2.2 The System Architecture of the Proposed RCM-Based CMMS
Integrated Solution (Source: Gabbar, 2003)




2.5 An Information-Processing Model of Maintenance Management


Changes in the production environment have made the task of making decisions
about allocating maintenance resources and scheduling maintenance work more
difficult. More variables and consequences must be considered requiring increased
information-processing capacity. Information-processing model is applied to study how
the maintenance function applies different strategies to cope with the environmental


19
complexity. Based on data from a survey of plant managers, the analysis shows that
maintenance responds to the complexity of its environment with the use of computerized
maintenance management systems, preventive and predictive maintenance systems,
coordination and increased workforce size
(Galbraith., 1977)


The maintenance function is critical to a manufacturing organization's ability to
maintain its competitiveness. Without well-maintained equipment, a plant will be at a
disadvantage in a market that requires low-cost products of high quality to be delivered
quickly. Properly maintained equipment will have higher availability and longer life.
Poorly maintained equipment will fail frequently and need to be replaced sooner.
Additionally, poorly maintained equipment is less likely to produce products of
consistent quality.


Changes in the production environment have made the maintenance task
increasingly complex. Higher levels of automation can make diagnosis and repair of
equipment more difficult (Robinson, 1987; Paz and Leigh, 1994). The high level of
capital intensity associated with automated equipment also places greater pressure on the
maintenance function to rapidly repair equipment and to prevent failures from occurring
( Collins and Hull, 1986). All of this complexity makes the decisions about allocating
resources and scheduling work more difficult for maintenance. More variables and
consequences must be considered requiring increased organizational capacity for
information processing to support the ability to make quick and accurate decisions.


A study by Flynn and Flynn (1999) looked at the impact of complexity on
manufacturing organizations. Their findings demonstrated that manufacturing
organizations did indeed cope with complexities by employing practices that reduced the


20
need for information processing or increased the organization's capacity for information
processing.


The model used by Flynn and Flynn (1999) is applied more narrowly to the
maintenance function. The model used in the Flynn study draws on the information-
processing model introduced by Galbraith (1977). Galbraith's model proposes that
organizations cope with complexity through different information-processing strategies.


Galbraith (1977) defines uncertainty as the gap between the amount of
information required to perform a task and the information already possessed by the
organization. Complexity results in problems that are more difficult to understand or
analyze, resulting in greater uncertainty (Perrow, 1967). Increased complexity has the
potential to affect the organization adversely resulting in reduced performance
(Flynn and Flynn, 1999).


Flynn and Flynn (1999) proposed an expanded set of factors that may contribute
to internal uncertainty in manufacturing organizations. These factors include
manufacturing diversity and process diversity. Manufacturing diversity includes
characteristics such as variability of demand patterns and the complexity of the products
being produced. Process diversity is determined by the characteristics of process
technology (i.e., job shop, batch, continuous) in use as well as the product
volume/variety trade-offs found in the productprocess matrix.


Process diversity is also important to the maintenance function because it
describes the actual equipment that the maintenance function is responsible for
maintaining. Studies have found that mass output orientation impacts the overall
supporting infrastructure for manufacturing organizations (Woodward, 1965; Blau et al.,


21
1976; Ward et al., 1992). More recently, studies have found that organizational
adjustments are required in order to successfully implement advanced manufacturing
technologies ( Dean and Snell, 1991; Nemetz and Fry, 1988). Logically, it may be
assumed that this effect may be extended to the organizational structure and practices of
specific functions within manufacturing. Further, the use of advanced manufacturing
technology (AMT) has been found to be associated with maintenance practices that
support communication and coordination and technical expertise within the organization
( Swanson, 1999).


In Galbraith's model (1977), complexity has a direct effect on an organization's
information-processing needs. Organizations have two alternatives for coping with
complexity. The first alternative is to reduce the need for information processing. The
second alternative is to increase the organization's information-processing capacity.
Specific maintenance practices are consistent with the information-processing
alternatives discussed by Galbraith.


Preventive maintenance is work performed after a specified period of time or
machine use (Gits, 1992). Preventive maintenance restores equipment condition in order
to avoid more catastrophic failures that would cause more extended downtime.
Predictive maintenance is based on the same principle as preventive maintenance. Under
predictive maintenance, diagnostic equipment is used to measure the physical condition
of equipment such as temperature, vibration, lubrication and corrosion. When one of
these indicators reaches a specified level, work is undertaken to restore the equipment to
proper condition ( Vanzile and Otis, 1992; Herbaty, 1990).


Preventive and predictive maintenance provide the maintenance organization
with a more predictable and manageable workload. These practices also allow the
production function to more easily determine its ability to fill orders on time. This


22
ability is especially important as the diversity of equipment to be maintained and the
number of different types of workers to be managed increases.


Galbraith's (1977) third approach to reducing information-processing
requirements is to use self-contained tasks. With self-contained tasks, groups are created
with each group being provided with sufficient resources to perform its own task. Flynn
and Flynn (1999) used group technology as an example of self-contained tasks in a
manufacturing environment. Group technology assigns a group of machines to produce
a specific set of products rather than the universe of product offerings. For maintenance,
one way to create self-contained tasks is through the use of decentralized, area
maintenance crews. In many plants, maintenance workers are dispatched from a central
shop. By creating area maintenance crews assigned to specific plant areas, the
maintenance function reduces complexity by dedicating crews to specific areas of the
plant rather than trying to juggle and meet the needs of multiple production areas with a
single, central shop (Heintzelman, 1976).


Galbraith (1977) proposed two methods for increasing an organization's
information-processing capacity. The first method involves investments in vertical
information systems. According to Galbraith, vertical information systems allow an
organization to process information without overloading the organization's normal
communication channels. A computer information system is one example of a vertical
information system. The value of vertical information systems is that their capabilities
for supporting communication and decision making mean that fewer exceptions are
referred upward in the organizational hierarchy.


In maintenance, there has been an increasing movement toward computerized
maintenance management systems (CMMS). CMMS assists in managing a wide range
of information on the maintenance workforce, spare-parts inventories, repair schedules


23
and equipment histories. It can also be used to automate the preventive maintenance
function, and to assist in the control of maintenance inventories and the purchase of
materials. CMMS may also be used to plan and schedule work orders and to manage the
overall maintenance workload (Hora, 1987; Wireman, 1991). Another capability offered
by CMMS is the potential to strengthen reporting and analysis capabilities ( Wireman,
1991; Callahan, 1997; Hannan and Keyport, 1991). Finally, CMMS has been described
as a tool for coordination and communication with production ( Dunn and Johnson,
1991).


While the capabilities offered by CMMS do not in any way reduce the amount of
information to be processed by the maintenance organization, they do assist the
maintenance function in managing the ever increasing complexity brought about by
more complex and varied technologies and a workforce with highly specialized skills.


The use of computerized information systems by the maintenance function will
be higher in plants with greater environmental complexity. Galbraith (1977) also
suggested that lateral relations assist in increasing information-processing capacity.
Lateral relations allow problems to be solved at the level that they occur rather than
being passed up the organizational hierarchy. As a support function, maintenance must
communicate and coordinate effectively with production. All of the proposed types of
lateral relations may be used to create links between maintenance and production. As the
production environment becomes more complex, coordination between maintenance and
production becomes more critical and may require the use of more than one type of
lateral relation in order to effectively support the ability to maintain quality and meet
production schedules.


For this study, a plant level measure of maintenance performance was needed. At
the plant level, maintenance performance is evident in equipment availability, the ability


24
to meet production schedules and product quality (Pintelon and Gelders, 1992; Teresko,
1992; Macaulay, 1988). However, in the case of plant equipment condition and
availability, uniform plant-level measures of maintenance performance are difficult to
identify. It is only in the past few years that researchers have started to discuss uniform
methods of measuring maintenance performance ( Arts et al., 1998; Tsang, 1998).
Many plants track equipment downtime on individual pieces of equipment, but overall
plant indicators of downtime are often not available.


The hypotheses concerning the relationship between environmental complexity
and maintenance organization and maintenance practices were tested using hierarchical
regression analysis (Cohen and Cohen, 1975). Hierarchical regression allows groups of
variables to be entered into the regression equation in steps. The first group of variables
is allowed to explain as much of the variability of the dependent variable as possible. As
subsequent variables are entered, the amount of variance of the dependent variable that
is explained by the newly entered independent variables is calculated. The variables
describing the plant environment (plant size and union status) were entered in the first
step. In the second step, the production technology variables measuring production
technology characteristics were entered. In the third step, variables measuring the
number of maintenance classifications and number of levels in the maintenance
organization were entered. A significant incremental R
2
in the second or third step could
be interpreted as support for the hypotheses that there are relationships between
production technology or maintenance organization and maintenance practices. The F-
statistics reported in the tables are incremental. That is, they are associated with the
change in R
2
occurring when the variables were entered. The variables were measured
so that positive 's are consistent with the hypotheses. Positive 's would indicate that
plants with greater complexity would make more extensive use of the particular
maintenance practice than plants with lower levels of complexity. The form of the
regression equation is shown below:




25
MtcPrac
i
=
0
+(
1
Size
i
+
2
Unionization
i
)+(
3
VARI
i
+
4
AMT
i
+
5

MASS
i
)+(
6
CLASS
i
+
7
LEVEL
i
)+
I

(
(Equation1)


CMMS and lateral relations to increase information-processing capacity were
used in response to the use of AMT. It also appears that some of the information-
processing alternatives used by maintenance in response to complexity contribute to
improved maintenance performance.


AMT was strongly associated with several maintenance practices. AMT such as
flexible manufacturing systems replace both physical human effort and some mental
human effort. Introduction of AMT means that equipment is more complicated to
maintain (Robinson, 1987). AMT implementation also means that production steps that
were previously distinct may be combined into a single operation. Increased integration
means that equipment failures lead to more immediate and costly consequences ( Finch
and Gilbert, 1986; Walton and Susman, 1987). Therefore, maintenance resources must
be quickly and properly directed to solve problems.


AMT was strongly associated with the use of CMMS. The information-
processing capabilities of CMMS provide the ability to quickly communicate and
coordinate the need for repairs. This result also makes sense in that organizations with
computer-assisted manufacturing technologies would be very comfortable with using a
computer-based system for communicating and coordinating maintenance activities.




2.6 System Concept Development Phase



26



2.6.1 Objective


System Concept Development begins when the Concept Proposal has been
formally approved and requires study and analysis that may lead to system development
activities. The review and approval of the Concept Proposal begins the formal studies
and analysis of the need in the System Concept Development Phase and begins the life
cycle of an identifiable project.




2.6.2 Tasks and Activities


The following activities are performed as part of the System Concept
Development Phase. The results of these activities are captured in the four phase
documents and their underlying institutional processes and procedures (See Figure 2.3).


27


Figure 2.3 System Concept Development Phase Activities
(Source: Ghanalingam, 2003)


2.6.2.1 Study and Analyse the Business Need

The project team, supplemented by enterprise architecture or other technical
experts, if needed, should analyse all feasible technical, business process, and
commercial alternatives to meeting the business need. These alternatives should then be
analysed from a life cycle cost perspective. The results of these studies should show a
range of feasible alternatives based on life cycle cost, technical capability, and
scheduled availability. Typically, these studies should narrow the system technical
approaches to only a few potential, desirable solutions that should proceed into the
subsequent life cycle phases.



28

2.6.2.2 Plan the Project


The project team should develop high-level (baseline) schedule, cost, and
performance measures which are summarized in the System Boundary Document. These
high-level estimates are further refined in subsequent phases.


2.6.2.3Form the Project Acquisition Strategy


The acquisition strategy should be included in the System Boundary Document
(SBD). The project team should determine the strategies to be used during the remainder
of the project concurrently with the development of the Cost Benefit Analysis (CBA)
and Feasibility Study. Will the work be accomplished with available staff or do
contractors need to be hired? Discuss available and projected technologies, such as reuse
or Commercial Off-the-Shelf and potential contract types.


2.6.2.4 Study and Analyse the Risks


Identify any programmatic or technical risks. The risks associated with further
development should also be studied. The results of these assessments should be
summarized in the SBD and documented in the Risk Management Plan and CBA.



2.6.2.5 Obtain Project Funding, Staff and Resources



29

Estimate, justify, submit requests for, and obtain resources to execute the project in the
format of the Capital Asset Plan and Justification.


2.6.2.6 Document the Phase Efforts


The results of the phase efforts are documented in the System Boundary
Document, Cost Benefit Analysis, Feasibility Study, and Risk Management Plan.


2.6.2.7 Review and Approval to Proceed


The results of the phase efforts are presented to project stakeholders and decision
makers together with a recommendation to (1) proceed into the next life-cycle phase, (2)
continue additional conceptual phase activities, or (3) terminate the project. The
emphasis of the review should be on (1) the successful accomplishment of the phase
objectives, (2) the plans for the next life-cycle phase, and (3) the risks associated with
moving into the next life-cycle phase. The review also addresses the availability of
resources to execute the subsequent life-cycle phases. The results of the review should
be documented reflecting the decision on the recommended action.










30

2.6.3 Deliverables


The following deliverables shall be initiated during the System Concept
Development Phase:


2.6.3.1 System Boundary Document


Identifies the scope of a system (or capability). It should contain the high level
requirements, benefits, business assumptions, and program costs and schedules. It
records management decisions on the envisioned system early in its development and
provides guidance on its achievement.


2.6.3.2 Cost Benefit Analysis


Provides cost or benefit information for analysing and evaluating alternative
solutions to a problem and for making decisions about initiating, as well as continuing,
the development of information technology systems. The analysis should clearly
indicate the cost to conform to the architectural standards in the Technical Reference
Model (TRM).


2.6.3.3 Feasibility Studies




31
Provides an overview of a business requirement or opportunity and determines if
feasible solutions exist before full life-cycle resources are committed.



2.6.3.4 Risk Management Plan


Identifies project risks and specifies the plans to reduce or mitigate the risks.




2.6.4 Phase Review Activity


The System Concept Development Review shall by performed at the end of this
phase. The review ensures that the goals and objectives of the system are identified and
that the feasibility of the system is established. Products of the System Concept
Development Phase are reviewed including the budget, risk, and user requirements. This
review is organized, planned, and led by the Program Manager and/or representative.




2.7 CMMS Model Approach


We all know how much rests on our physical and financial well being. Good
health, your own and your companys, depends on keeping all parts in proper working


32
order. Therefore, its surprising so many organizations neglect one of the essential
elements of successnot paying enough attention to maintenance.
Another flaw in the human character is that everybody wants to build, and nobody
wants to do maintenance( Kurt Vonnegut, 1974).


The total cost of maintenance surprises many senior executives and managers.
Although it varies directly with the capital intensity of the business, maintenance can
account for half of production costs. Mining accounts for 20-50% of costs,
manufacturing 5-15%, and processing 3-15%. In addition, this estimate excludes the
sales value of lost production and costs associated with rework, rejected products, or
recycled materials.


Maintenance strategies can add significant value and increase asset effectiveness
and reliability. Effectively integrated into CMMS strategies ensure:
Equipment life-cycle productivity;
Optimum mix of maintenance, according to criticality, value, and risk;
Performance measurements over time; and
Reliability engineering through information management.




2.7.1 Maintenance Process


Maintenance management strategies on the premise that maintenance is a
process. Maintenance is a set of linked activities requiring a series of inputs that
transforms them into a set of outputs, rather than a function simply requiring the
application of resources.


33


When the maintenance became as a function, then optimise the function and not
the overall process. Maintenance as a function usually covers only the trades. As a
process, it not only covers trades, but also purchasing, stores, scheduling, operations,
engineering, and several other management and administrative functions.
When the approach maintenance as a function, a number of problems arise. One
example is stores. Because equipment availability is the backbone of maintenance as a
function, it cannot afford to be caught without parts on hand to respond to breakdowns.
Maximizing inventory optimises its performance as a function. It minimizes freight
charges for the materials and minimizes personnel costs but can slow the procurement
process. The prime driver for this function is control, not necessarily service. The
purchasing function entails going out for numerous quotes and taking the lowest cost.
While this approach meets the minimum specifications and cost savings targets, it adds
excessive variation in spare parts.


The solution to this problem is to view equipment effectiveness and cost
efficiency as results of the entire maintenance process as depicted in Figure 2.4. This
can only be done by developing standards that get the most from all functions, not any
particular one.




34



Figure 2.4 Maintenance: A process or a function ( Source: Kurt Vonnegut, 1974)





2.7.2 Maintenance Approach


Based on the Figure 2.5 for maintenance approach involves:


Establishing a plan with clear guidelines that define the required scope of
maintenance through customer requirements;
Identifying operational effectiveness required to accomplish the maintenance
program;


35
Providing a clear understanding of the maintenance functions and processes as
they relate to the systems and tool applications;
Developing performance evaluation criteria and benchmark goals; and
Defining an organizational structure which best meets the customers
requirements and key results.




Figure 2.5 Maintenance Approach ( Source: Kurt Vonnegut, 1974)


Approach to maintenance provides the general framework by which the overall
maintenance program is established and provides specific direction for the various
functions and processes. The important aspects of this approach are two-fold:


36
It causes more significant decisions (i.e., manpower, budget, and organization) to be
made by those having both responsibility and authority for implementation.
It provides basic guidance for maintenance operations (i.e., the use of contract
maintenance, the level of training required for personnel, the use of specialized support
programs for critical equipment, and standard maintenance processes).
As illustrated in Figure 2.5 for maintenance approach, the maintenance approach can be
summarized into a five-step process which involves:



Identifying customer requirements;
Setting goals based on these requirements;
Implementing strategies (both in terms of technical and management approaches
with the systems/tools solutions) to satisfy these goals;
Trending key performance indicators; and
Benchmarking the results.


When developing a maintenance management strategy, the first step is to
identify the customers needs. The next step is to develop a set of goals geared
specifically to meet these requirements. At this point, the goals are still generic in
nature, neither geared specifically to critical environments, nor to the day-to-day
operational requirements of the facilities. However, these goals serve as the blueprint
for all other planning requirements, both from a technical and management perspective.
Without defining these goals at a high level, we cannot align our goals with the
customers. Once the blueprint has been developed and the direction and planning has
been completed, the implementation stage of the process begins. The term resources
includes the appropriate technical skills/tools, and the applicable management strategies
associated with the technical strategies. Performance metrics provide the means for our
management team and our customers to know if the action plans and management
systems are working. The final step involves benchmarking operational data from one


37
project to another. CMMS gathers and normalizes data from each project which
provides benchmarking information to compare each projects performance against the
others, then electronically transfers it into International Performance Measurements
(IPM) database. The internal and external information in these reports provide
comparative milestones for use in tracking project cost and usage, in identifying
improvements made, and (more importantly) in noting areas requiring improvement.





2.7.3 Maintenance Management Plan


Maintenance has a specific mission. It must be viewed as the process that
produces equipment reliability and system availability. The challenge is to produce these
products in a timely and cost-effective manner that supports client objectives.



38



Figure 2.6 Maintenance Management Plan ( Source: Kurt Vonnegut, 1974)


Figure 2.6, is the foundation of a well managed site and facility. The type and
amount of information required to prepare an effective plan varies according to the type
and size of the site or facility. Even the final plan is subject to revision over time to
accommodate changes in circumstances, objectives, and goals.

As important as it is to have a comprehensive, logically-based maintenance
program, it is of little use unless the program creates value. The purpose of Maintenance
Management Plan is to:


39


Align maintenance and operations with the customers;
business/mission/objectives for that facility;
Establish standards that can be used to measure the progress of the site; and
Implement programs to improve the performance and value of the facility.




2.7.4 Best Maintenance Practices


No matter what type of organization is established, it must be flexible enough to
accommodate the changing needs, responsibilities, and mission of the customer. Figure
2.7 shows the process to ensure the business and mission of the customer are met. Too
rigid an organization results in a static situation, where innovation is minimized and
maximum efficiency and dollar return are never realized.




Figure 2.7 Best Maintenance Practice ( Source: Robinson, 1987)



40

Maintenance functions and processes must be standardized in order to
accomplish objectives, carry out the plan, and allow people to work efficiently and
effectively. The maintenance organization should not be a bureaucracy it should be
understandable and a workable solution. This can only be accomplished with effective
leadership.


The Maintenance Management Plan includes a technical and management
strategy for improving the reliability and availability of the facilities. The plan is
designed to optimise reliability and availability while reducing costs and increasing
profits, increase output without increasing unit costs, and increase customer satisfaction.
This is handled by controlling the functions and processes.
Continuous improvement plays a key role in our Maintenance Management Plan. By
continuously improving maintenance functions and processes, will ensure our world-
class maintenance organization complies with its customer requirements.






2.7.5 Technical Strategy


The first element of the overall Maintenance Management Plan involves
deploying the strategic integration of the wide range of technical methodologies.
The Technical Management Strategy, as shown in Figure 2.8, involves processes and
control systems that ensure the reliability, availability, and performance of customer
assets.


41


Figure 2.8 Technical Management ( Source: Wireman, 1991)


The Technical Management Strategy utilizes processes proven through years of
experience, coupled with existing maintenance improvement programs and new
programs. The specific objectives of the Technical Management Strategy include:


Ensuring equipment is maintained appropriately in a manner commensurate with
its importance to safety, reliability, and availability;
Optimising the number and performance of tasks and instructions (as identified
through reliability modelling) to maintain an appropriate balance between cost
and benefit;


42
Using operational histories and employing an effective logic scheme to
determine the proper task frequency and text content to maximize equipment
life-cycle;
Establishing a documented technical basis for the task; and
Maximizing the use of reliability-based technologies.


By implementing a balanced proactive maintenance strategy based on
Reliability-Centred Maintenance (RCM), Predictive Testing and Inspection (PT&I),
Critical Environment Technologies (CET), and Critical Spare Parts, the merits of each
level of maintenance (reactive, preventive, and predictive) combine to:


Maximize equipment operability and efficiency;
Minimize required maintenance time, materials, and, consequently, costs; and
Minimize risk.


Using RCM/PT&I allows quickly evaluating individual systems and identifying
fault tolerant components that do not need maintenance. Maintenance resources are then
applied to those critical systems and tasks affecting reliability and performance.
Implementing our CMMS is important; RCM/PT&I programs cannot be effectively
implemented without establishing equipment baseline characteristics and trending.




2.7.6 Probability of Failure




43
The development of new service technologies and maintenance management
strategies have made it possible to determine the actual condition of equipment, rather
than relying on estimates of when it might fail based on age or use. There are many
different failure characteristics, only a few of which are actually age or use related.


Recent research into equipment failure probability and advanced age has shown
some surprising results. The most significant result is that there appears to be no
significant link between age and the probability of equipment failure.
The research also indicates, as shown in Figure 2.9, that there are six broad
relationships, not just one or two. The first pattern, the well-known bathtub curve,
begins with a high incidence of failure followed by a constant or gradual increase in the
failure rate. The second pattern shows a constant or slowly increasing failure
probability, ending in a wear-out zone. The third pattern shows a slowly increasing
probability of failure, but does not identify a wear-outage. The fourth pattern shows a
low probability of failure when the equipment is new or just out of the shop, then a rapid
increase to a constant level. The fifth pattern shows a constant probability of failure at
all ages (random failure). The sixth pattern starts with high infant mortality, but
eventually drops to a constant or slow increasing failure probability.


44



Figure 2.9 Probability of Failure ( Source: Dean and Snell, 1991)


The number and type of patterns seen varies from industry to industry. For
example, the number of times these patterns occur in aircraft is not necessarily the same
as an automotive plant. However, there is little doubt, as equipment grows more
complex, more failures will follow the latter two patterns. Some important tips about
how equipment should be maintained are as follow:
Failure is not usually related directly to age or use;
Failure is not easily predictable, so restorative or replacement maintenance based
on time or use will not normally help to lessen the risk of failure;
Major overhauls are not recommended, because of the increased probability of
failure in the most dominant patterns;
Age-related component replacements may be too costly for the same reason; and


45
Knowing the failure pattern does not necessarily tell you what maintenance tactic
to use. From a probability failure standpoint, condition-based maintenance
techniques are the most cost-effective.




2.7.7 System Bathtub Curve


The bathtub curve is really a combination of two or more different failure
patterns. One pattern embodies infant mortality, another indicates increasing probability
of failure with age, and one (the central flat portion) suggests random failure between
the two other patterns. This can be seen in Figure 2.10: System Bathtub Curve.



Figure 2.10 System Bathtub Curve ( Source: Dean and Snell, 1991)



46

There are three stages of equipment failure: break-in stage, operating stage, and
wear-out stage. During the break-in stage, the failure rate is relatively high. The failure
rate decreases until it reaches its lowest point, where it can remain constant or vary to
some degree for most of its operating life. During the operating stage, random failures or
operational errors occur after the equipment has been in operation. Maintenance
techniques used to avoid these types of failure are run-time preventive maintenance,
predictive (condition) monitoring, and precision correction. Finally, the failures begin to
increase again as the equipment starts to wear-out. As a piece of equipment nears the
end of its life-cycle, failures often occur as part of the wear-out stage. By using
predictive monitoring techniques, along with root-cause failure analysis and correction,
most wear-out failures can be eliminated. The maintenance techniques recommended by
this plan measurably extend the useful life of the equipment through reliability
modelling.




2.7.8 Reliability Modelling


One way to assess the overall effectiveness of a maintenance program is to track the
Mean Time Between Failure (MTBF) of any asset. Taking this one step further, it
provides the ability to assess the effective use of resources (i.e. labour, materials, and
outsourced services) in the Mean Time To Repair (MTTR).


There are three stages to the MTTR: response, stabilization, and restoration.
These three stages compose total downtime - the total amount of time the asset is out of
service due to failure, from the moment it fails until the moment it is fully operational.
Response is the time from system failure notification to the acknowledgment of


47
response personnel at the failure location. Stabilization is the time it takes to mitigate the
failure. Restoration is the time required to make the actual repairs. Stabilization and
restoration can include the three levels of maintenance support to performs a failure
analysis, including an evaluation of the downtime, to determine if any process
improvements can be made to the MTTR.




Figure 2.11 Reliability Modelling (Source: Pujadas and Chen, 1996)


Two examples are shown in Figure 2.11 Reliability Modelling one shows a
temperature scenario, the other shows a Heating, Ventilation, and Air Conditioning
(HVAC) problem. Both examples have the three stages of MTTR associated with them.
In the temperature example, the signature baseline becomes the basis for response to an
operational problem. When the temperature reaches the upper control limit (UCL), an
alarm sounds and a technician responds to the problem. During this stage, the system is
stabilized (which may involve other factors besides repair such as switching power


48
over.) Once the system is stabilized, the technician restores the equipment to its original
operating parameters. The key to the signature evaluation is that all of these events take
place before a shutdown occurs.


Periodic evaluations of signatures ensure system performance, thus increasing
system availability. Corrective maintenance costs can reduce expenditures by as much
as 70% from reactive maintenance costs. This can only be accomplished when accurate
signature baselines are documented and then periodic signatures are derived from
comparison against the baseline.


In each situation, it is important to capture times for MTBFs and the three stages
composing downtime or MTTR by equipment classification.




2.7.9 Management Strategy


In addition to employing the technical methodologies previously described, the
implementation stage of maintenance management strategy involves the deployment of
a wide range of management activities requiring direction, planning, execution, analysis,
and process interfaces. The Management Strategy is an effective, efficient management
of resources, processes, and assets achieved by employing a standardized approach to
maintenance management. This strategy is shown in Figure 2.12.

.


49


Figure 2.12 Management Strategy ( Source: Robinson, 1987)


The Management Strategy is a sound economic investment to minimize
maintenance costs and resources through a standardized approach. This strategy
involves:


Developing the framework for quality maintenance processes to obtain
availability and reliability;
Defining logistic support for specific maintenance tasks;
Meeting all regulatory requirements; and
Achieving required and desired safety standards.


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The primary objective of any effective maintenance program is to minimize total
costs resulting from the execution (or lack of execution) of proper facility maintenance.
Since these costs generally accrue in small increments through the performance of a
number of small maintenance tasks, the ability to track each of these activities and their
attendant costs is of great importance.


Control is impossible without a sound management strategy. Without control, it
is difficult to be aware of the need for changes in processes, procedures, or
modifications to the current strategy. There are too many variables to expect a desired
outcome without established processes and the accompanying controls.
For management to accurately and effectively control the management function, the
management strategy must include steps on systems reporting, communicating, and
decision making. These steps can successfully be incorporated in the maintenance
process by using a maintenance management system.


CMMS is not simply an administrative management system it enables to
maintain equipment histories, evaluate maintenance trends, perform cost/benefit
analyses, and provide a wide range of other analytical functions. This allows to maintain
of equipment to be more effective, i.e., through process interfaces. Table 2.1 illustrates a
proactive role of the CMMS in maintenance and operations.




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Table 2.1 Maintenance Management Systems Support


Management Strategy Support from maintenance best processes
Timely customer service and
product delivery
Increases equipment utilization and equipment
uptime
Achieves greater asset utilization
Achieves increased net capacity
Expansion of market share Increases production levels through increased
equipment use, uptime, reliability, availability,
and capacity documentation
Cost reduction Reduces storeroom inventory levels and
carrying costs
Decreases cost to maintain equipment
Better use of resources Increases craft labor productivity
Implementation of quality
programs
Increases equipment reliability, utilization,
availability, and effectiveness
Integration of information for
better planning and consistent
decision making
Integration of maintenance management system
into corporate methodology
Provides activity-based costing of maintenance
services
Improve product quality Integration of maintenance operations with
corporate quality systems
Improve safety and regulatory
compliance
Increases documentation of maintenance tasks
related to safety and regulatory compliance
issues







52



2.7.10 Maintenance Functional Mapping


The organization structure should be comprehensive and cover strategic,
procedural, technical, administrative, and cultural issues. While clear reporting
relationships are administratively essential, getting products and services to customers
requires an organizational structure that focuses on the nature and flow of work. To
develop an effective organization that meets these needs, two things must be considered.
The first need is to decide what work is to be done. The second need is to understand
how work currently gets accomplished and to design the way it should be carried out.
Form (structure) must follow function (processes). With this document plan, no attempt
to define a maintenance organization structure is made have been tried. Tried to do is
mandate the functions and processes required to provide the organization with the ability
to increase equipment availability and reliability.





53


Figure 2.13 Maintenance Functional Mapping ( Source: Perrow, 1967 )


Table 2.2 shows the importance of the business strategy and the environment in which
the maintenance function must perform.


Table 2.2 Maintenance Management Systems Processes

Direction Execution
Analyze facilitys mission; identify, quantify,
and document the need for maintenance
Ensure facility is in best condition to support
Annual work plan to schedule
work in a steady, efficient flow
pattern


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mission requirements



Adjust priorities and rearrange
work flow patterns to
accomplish special
requirements
Planning Analysis
Maximize results from resources expended
without waste
Assess to determine effort needed to maintain
facility at specified quality level
Prioritize to determine needs and the order in
which to meet them
Identify inefficiencies and
methods to better execute
maintenance
Identify standards that are
overly stringent for mission
needs



There is no correct organization structure that can be transferred from a book to a
real-life situation. There are only strategies to be effectively applied to specific
situations. Usually the best solution for an effective maintenance organization is a
hybrid of centralized and local area functions.

Centralized (Central shops for each trade or combinations of trades)
Maintenance work is performed by individuals or groups dispatched from the central
shops/labour pool. Maintenance work is assigned through the maintenance department.
There are no trades assigned to specific operating or production areas. Communication
is via formal planning and scheduling functions.


Local Area (Maintenance trades are assigned to production or operational areas
of the site) Work is assigned by supervisors or coordinators. Communication is through


55
a combination of formal planning, scheduling functions, and informal direct liaison.
Specialized skills are provided by trades in the area. There is no centralized maintenance
shop.


Hybrid ( A combination of centralized and local area maintenance concepts) area crews
are supported and supplemented by the central shop. Specialized skills are normally
resident in the central shop.




2.7.11 Strategic Maintenance Tools


Some buildings built 40 years ago were designed to last 20 years. However, due
to changing circumstances, many of these buildings are still in use today. Properly
maintained buildings are experiencing a lower dollar per square foot operating cost than
comparable, poorly maintained buildings. In addition, if a building is sold, a well-
maintained building reduces the new owners risk factor, thus enhancing the propertys
value.

A successful maintenance program can pay considerable dividends to both the
maintenance process and the facility fortunate enough to be taking full advantage of the
program. The utilization of these tools as shown in Figure 2.14.



56


Figure 2.14 Strategic Maintenance Tools ( Source: Kurt Vonnegut, 1974)


Figure 2.14, can result in fewer failures, more planned work, fewer emergencies,
reduced overtime, extended equipment life, better use of personnel, improved equipment
operations, less downtime, and reduced maintenance costs.




2.8 Batching Plant Equipment Maintenance


A concrete mix is proportioned not only to meet the requirements of strength,
durability, and workability, but also to produce a certain volume of concrete. The
purpose of batching equipment is to meter the quantity of each material into the mixer so
that the correct volume of concrete is produced.


57


Thorough mixing of concrete is accomplished when the materials are charged
into the mixer at about the same time. This is possible because of the partial
blending of materials, which occurs as they enter the mixer. Before the materials
can be put into the mixer, each must be measured. This is accomplished by
dropping material from the storage bin into a weighing hopper.


Common hoppers, called cumulative batchers, batch by weight and are
frequently used by ready mixed concrete producers for aggregates. Cement is normally
weighed separately. These cumulative batchers weigh materials one after another in a
common weight hopper suspended from a single weigh scale-lever system. Multiple
batchers sizes range from one to ten cubic yards (0.8 to 7.6 m3) or more. They can be
arranged to handle 2, 3, 4, or more different materials.





Figure 2.15 Hoppers At Batching Plant. (Source: Landguth, 2002)




58



Figure 2.16 Conveyor Carrying Aggregate to Hopper
(Source: Landguth, 2002)



The batching plant must be on a level, solid base to prevent the twisting and
binding of parts. This will cause problems with the scales, which in turn will not weigh
correctly. Concrete footings make the best base. The contractor can use other bases as
long as the plant is solid and remains level.





59


Figure 2.17 Diagram of Two Types of Hopper Systems (Source: NRMCA, 2002)




2.8.1 Scales


The scales are an important part of a batch plant. If they are not working
properly, the following can occur: the volume cannot be controlled, moisture
adjustments will be difficult, the slump could vary, or the strength could be low. The
scale (380.3 B.1.) must be either a beam or a spring less dial type. The graduations on
these scales cannot be larger than 0.1 % of the scales total capacity. For example, if the
scale has a total capacity of 10,000 pounds (4,536 kg), the graduations cannot be larger
than 10 pounds (4.536 kg) each. If the total capacity of the scale is 25,000 pounds
(11,340 kg), the graduations can be as large as 25 pounds (11.34 kg).




60



Figure 2.18 Beam Scale (Source: NRMCA, 2002)






Figure 2.19 Spring less Dial Type Scale (Source: NRMCA, 2002)


The scales must be accurate to 1/2 (0.5) percent of the load being weighed. They
must also be sensitive to a weight equal to one gradation of the scale. The scale is to see
that they meet these requirements before producing concrete. The state scale inspector


61
checks the scales of most Ready-Mix plants annually. The scales will not need to be
checked if they have a scale inspector's seal that is less than 1 year old and the plant has
not moved since the seal was issued. If the plant does not have a recent seal or it has
been moved, it must be checked.


A beam scale must have an over-under indicator. This is another beam, but it
shows a larger amount of movement than the main beam. The picture shows an
indicator. It must have weight graduations up the side, which indicate how much the
load is off if the pointer did not fall on zero.






Figure 2.20 Over-Under Indicator (Source: NRMCA, 2002)


There are times when weighing will be affected by wind. The wind pushing
against the weigh hoppers could cause them to touch or bind. The wind may cause the
hoppers to rock back and forth, causing vibrations in the lever arms. These vibrations
cause the scale to bounce making it hard to weigh. Should wind cause such problems,
have the contractor put up a shelter to protect the hoppers.


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2.8.2 Water Meter


Meters sometimes measure mixing water. These meters must measure water with
a tolerance of 1 percent of the quantity. The insides of a meter are delicate. Long use,
sand, or dirt can damage it causing incorrect readings. Water meter accuracy known by
weighing the water pumped through it. If the water weighed is within 1 percent of the
meter setting, the meter is acceptable for use. If the accuracy falls outside the 1
percent limit, make adjustments or draw an output curve. Some contractors have a
Certificate of Calibration for their water meters.


This can be used in place of actually checking the meter if:
a. The meter is sealed; and
b. The Certificate shows the serial number of the meter, date of calibration and
states that the meter is accurate within a range of error of not over 1 %.


This calibration will be considered good for a period of one year from date of
calibration or until the meter seal is broken. This is because of a reason to suspect that
the meter is no longer accurate.




63



Figure 2.21 Water Meter (Source: NRMCA, 2002)




2.8.3 Aggregate Bins


The plant must have separate bins for each size aggregate. The bins are filled
from the top by conveyors. The plant has to be inspected so that material is not building
up and spilling from one bin to another. The inside of the bins should also be inspected
to ensure that there are no holes in the walls between the bins. Mixing the aggregates
will result in failing test results as well as non-uniform concrete.




64



Figure 2.22 Aggregate Bin (Source: Skokie, 1979)





Figure 2.23 Cross Section of Aggregate Bin (Skokie, 1979)




65



Figure 2.24 Cross Section of Aggregate Hoppers (Skokie, 1979)


Drive-over receiving hoppers add versatility and capacity to the concrete
batching plants, virtually eliminating the need for a front end loader.


a. Up to 16 compartments;
b. 10 tons (9 tonnes) to over 1 000 tons (900 tonnes);
c. Modular construction and assembly; and
d. Heating system






66


2.8.4 Admixtures


Each admixture should be added to the batch by a mechanical metering device.
The device must be able to measure within + 3% of the net weight or volume per batch.
The accuracy of meter is known by discharging a batch quantity into a container. Weigh
(grams) the material to verify the + 3% accuracy. Most admixtures are specified in
ounces and weighed in grams.





Figure 2.25 Admixture Metering Device (The dosage of admixture)
(Source: Landguth, 2002)






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2.8.5 Automatic Controls


A concrete paving batch plant must be operated with automatic controls. Batch
plants for concrete masonry are not required to have automatic controls. The illustrations
below depict what the controls do when separate scales weigh aggregates and cement.






Figure 2.26 The Automatic Controls (Source: Landguth, 2002)



The automatic controls must also:
a. Keep the storage bin gates closed when the weigh hopper gates are open;
b. Must not open the weigh hopper gates when the aggregates weigh 2%
more or less than they are supposed to weigh; and
Open The Storage Bin
Gates To Start Batching
Close Gates When the
Correct Amount Of Each
Aggregate And Cement Is
Weighed Out.


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c. Must not open the weigh hopper gates when the cement weighs 1% more
or less than it is supposed to weigh.


Figure 2.27 shows the two steps for an automation control to react when
aggregates and cement are weighed on one scale:







Figure 2.27 Automatic Controls on When Aggregates and Cement are Weighed on
One Scale (Source: Landguth, 2002)


The two steps illustrated are repeated until the two sizes of aggregate and cement
have been weighed. During that time the automatic controls must also:


a. Keep the storage bin gates closed when the weigh hopper gates are open;
b. Not open the next storage bin gate when the last aggregate weighed is more
or less than the allowable tolerance. The allowable tolerance is 1/2%
(0.5%) of the net weight of the total aggregate batch;
Open The Storage Bin Gate
For the First Aggregate To
Be Weighed

Close The Storage Bin Gate When The
Correct Amount Of Aggregate Has
Been Weighed.



69
c. Not open the weigh hopper gates when the total weight of the aggregates is
more or less than the net weight by 1/2% (0.5%) or more; and
d. Not open the weigh hopper gates when the cement weighs more or less than
the correct weight by 1% or more.


The automatic controls need to be checked to make sure that they are working
properly. The contractor is required to put less material in the weigh hopper than is
allowed by the delivery tolerance. Then have him/her try to operate the automatic
controls to see if the weigh hopper gates open (for aggregates weighed separately) or,
see if the storage bin gates for the next size of aggregate open (when everything is
weighed in one hopper). This procedure is repeated after putting more material in the
weigh hopper than allowed by delivery tolerance. The same thing should be done with
the cement weighing equipment. The plant should not start until these things are
checked and the controls operate properly.


If the automatic controls break down, the contractor is allowed to use the manual
controls. Batchers must have the automatic controls fixed before work begins the next
day.





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Figure 2.28 Batching Control System (Source: Feng,2004)







Figure 2.29 Main Screen Interface at Batching Control System
(Source: Feng,2004)




2.8.6 Cement Silos


Cement Silos is an important part of the batching plant equipment whereby the
cement to produce the ready mix concrete is stored at cement silos. There is a lot of type


71
and specifications of cement silos however the one shown in Figure 2.30 is the most
common type.



Figure 2.30 Cement Silos (Courtesy of I-mix Concrete Plant, Malaysia)


The minimum specifications for a cement silos are:


a. 50 tons (45 metric tonnes) to over 330 tons (300 metric tonnes) of storage
capacity;
b. 1, 2 or 3 compartments available;
c. 210 ft (19.5 m) cloth area silo vent;
d. Safety relief valve;
e. Inside ladder;


72
f. Outside ladder with cage;
g. Hand rails;
h. High and low level indicators;
i. Aeration system;
j. Safety gate; and
k. Inside cone coating.





Figure 2.31 Cross Section of Cement Silos with all the Specifications
(Source: Landguth, 2002)




2.8.7 Aggregates Heating System




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Hot Air Heating System for aggregates, which can reduce heating costs up to
50% due to the fact that the energy transfer is better and complete. It is simple and
efficient.


The gas furnace is connected to a fan with high static pressure. The air is
heated by the furnace and then blown, by the fan, through diffusers installed at different
levels inside the bin. The hot air will heat the sand and crushed stone at a
predetermined degree and the thermo-switches installed in every bin compartment will
send a signal to stop the heating in the individual compartments when it reaches the set
degree.


2.8.7.1 Features of Aggregate Hot Air Heating System:


Several features of an aggregate hot air heating system are as follows:
a. Gas furnace;
b. High efficiency industrial fan with high static pressure;
c. Hot air ducts from heating unit to aggregate bin with motorized dampers
for each compartment;
d. Diffuser system;
e. Thermo-switches; and
f. Automatic control system.





74


Figure 2.32 Hot Air Heating System (Source: Landguth, 2002)




2.8.8 Dust Collector


Dust is picked up by enclosing the charging hopper as the truck mixer is being
loaded. After loading, the shroud returns to its upper position, allowing drive-through
operation. Operate the plant safely and cleanly in compliance with the strictest
environmental safeguards.





75



Specifications for Dust Control are as follows:


a. 5 000 cfm (8 500 m / hour) fan;
b. Adjustable suction hood;
c. Duct work from hood to fan;
d. Flexible ducts;
e. Pulse dust collector with hopper, manual gate and air dryer; and
f. Retractable shroud.



Figure 2.33 Dust Collector (Skokie, 1979)




2.8.9 Delivery Fleet Maintenance



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2.8.9.1 Mixer Maintenance


A mixer must be kept clean and in good mechanical condition to do a good job
of mixing. Accumulation of hardened concrete in the drum and mixing blades will
reduce the efficiency of the mixer; therefore, concrete should be removed after each
days run. Badly worn mixer blades need to be replaced periodically. Each mixer has to
be checked to see that the mixing blades are in good condition by crawling inside the
drum. The manufacturer's manual should be obtained from the contractor for the correct
blade dimensions. The contractor should replace the blades when they become worn
down 3/4 inch (19.0 mm) or more. The sketches in Figure 2.34 below show different
blades and where measurements should be taken.





Figure 2.34 Mixing Blade Configurations (Source: NRMCA, 2002)


Measurement of the blade should be taken at the point of the largest diameter of
the drum. Blades worn more than allowed must be replaced before using the mixer.
Quite often old dried concrete has built up around the blades. It should be removed
before using the mixer or proper mixing of the concrete will not be achieved.


77









2.8.9.2 Truck Mixer Maintenance






Figure 2.35 Truck Mixer and Transit Truck Mixer (Source: NRMCA, 2002)


The truck mixers must be equipped with a revolution counter. It must be
designed to count the revolutions of the drum when at mixing speed. It is recommended
that the counter starts when the drum reaches the minimum speed.




78



Figure 2.36 Revolution Counter (Source: Landguth, 2002)


The mixing time for truck mixers is 70 to 100 revolutions of the drum at mixing
speed. Additional mixing beyond 100 revolutions must be made at agitation speed. If the
counter fails to activate at mixing speed, ensure that the concrete is mixed for 70
revolutions at mixing speed before it leaves the plant.


The range for agitation and mixing speed will often overlap. The contractor will
normally use a drum speed within this overlap area so all revolutions are counted. This
is acceptable, but the concrete mixes better if the drum turns at near maximum speed.







79

Truck Mixer Maintenance conditions are as per below:


a. Internal condition hardened concrete build up; blade wear;
b. Condition of charging and discharging openings, hopper and chute;
c. Drum size conforms with rated capacity for mixing;
d. Manufacturers recommended mixing speed visible; capable of operating at
mixing speed;
e. Revolution counter functioning; and
f. Accuracy of water gages, meters and pumps.


Agitators Maintenance conditions are as per below:


a. Internal condition hardened concrete build up;
b. Condition of charging and discharging openings, hopper and chute;
c. Drum size conforms with rated capacity for agitator;
d. Manufacturers max agitation speed visible; capable of operating at
recommended speed; and
e. Revolution counters functioning.


Non-agitating Units Maintenance conditions are as per below:


a. Interior surface smooth, watertight, rounded corners;
b. Gates or means to control concrete discharge; and
c. Hardened concrete build-up; discharge of concrete not obstructed.
.


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When concrete is supplied from a computerized concrete batch plant, continuous
plant inspection is not necessary. A normal plant (scales, meters, admixtures, stockpiles,
etc.) and truck (revolution counter, manufacture plate, blade wear, etc.) inspection shall
be accomplished prior to the plant furnishing material to the project. The plant
production and aggregate moisture determinations need to be reviewed with the plant
operator.


During the course of production, the plant and associated equipment shall be
periodically inspected to assure that:


a. The stockpiles are properly maintained;
b. Material in bins is as indicated;
c. The proper batch weights and aggregate weight are verified and have been
corrected for aggregate moisture;
d. Trucks are clean and empty prior to batching;
e. Proper mix time or revolutions is being accomplished;
f. Any new trucks are checked prior to use; and
g. The rinsing of the truck mixing fins after batching is observed for excess
usage of water.


At the project site, the inspector should:

a. Ensure that the appropriate information is on the ticket as specified;
b. Ensure that the weight of material is within tolerance;
c. Ensure that additional cement is added for small loads;
d. Review time requirements;


81
e. Check to see if trucks are taking an excessive amount of time getting to the
project;
f. Check new trucks prior to use;
g. Recommend mixing the truck load an additional 20 revolutions prior to
discharge to assure uniformity of the mix;
h. Recommend mixing the load an additional 30 revolutions after the
addition of any water;
i. Ensure the maximum allowable water is not exceeded;
j. Check to ensure the aggregate moistures appears reasonable;
k. Visually monitor the mix for slump or consistency changes. If the mix
appears to have changed, obtain a sample and test the fresh concrete; and
l. Take appropriate action based on the concrete test results.




2.9 Current Process involved in Operation at Ready Mix Concrete Production


The Current Process involved in Operation at Ready Mix Concrete Production is
as shown in Figure 2.37.





82





83
Figure 2.37 Concrete Production Process in Ready Mix Concrete Plant (Source:
Brocklesby and Davison, 2000)


2.9.1 Process Modelling Tool of Ready Mix Concrete Plant


2.9.1.1 Petri Net Model


The Petri net is a process-modelling tool for graphically representing the static
processes and analysing the dynamic behaviour of a complex system (Mayer, 1992).
The latest developments have empowered the Petri net with simulation capabilities to
predict the final state of a system given changes in its internal and external conditions
(German, 1995). According to Sawhney, 1999 highlighted the modelling procedures and
advanced features of the Petri net for simulating construction processes, and developed a
Petri net model for a RMC production system consisting of ordering, delivery, and
storage of aggregates, cement, and sand, batching and loading of concrete, and
travelling, unloading, and returning of truck mixers.


Through experimenting with different configurations of plant resources on the
Petri net model, the daily production rate of the plant was matched to the daily demand
of sites for concrete (Sawhney, 1999). It is noteworthy that the Petri net model
combined multiple sites into one queuing structure for unloading concrete on site,
without considering the service levels achieved on individual sites in terms of timely
delivery and truck mixer-hours provision and the effects of site-specific attributes on the
activity duration such as the plant-to-site distance, the placing method. Hence, the Petri
net model essentially addressed the one-plant-one-site RMC system, though the demand
for concrete reflected the historical profile for multiple sites as modelled with an
exponential distribution for generating site orders.


84






2.9.1.2 CYCLONE Model


Cyclone was originally developed by Halpin in 1973 for simulating cyclic
processes in construction and has been demonstrated as a simple and powerful tool for
construction process planning in many applications. A CYCLONE simulation model
integrating the concrete pumping operation with the batch plant operation was given in
(Halpin and Riggs, 1992) for illustrating the dynamic generation of resource entities and
interaction among various types of resources in CYCLONE. For example, truckloads of
RMC were inserted into the site pumping process using a grouping of two QUEUE
nodes one for truck mixer available, the other for the batch plant available and one
COMBI node representing the batching process. A recent application extended the
CYCLONE model in (Halpin and Riggs,1992) for simulating the operations of a RMC
plant at West Lafayette, Indiana.(Zayed and Halpin, 2001).

Key resources considered included truck mixers, pumping spaces on the site, and
production facilities at the plant such as conveyor belts and hoppers for moving and
storing sand and gravel. The CYCLONE model was utilized to derive several useful
decision-support charts for the plant operator, depicting the complicated relationships
between the resources available to the system, the productivity rate achieved i.e. the
quantity of concrete placed in an hour, the unit cost of concrete i.e. total resources cost
per unit of concrete produced, and the plant-to-site distance. For instance, optimum
supply areas around the batch plant were defined in a form of contour line chart to help
determine efficient resource configurations with minimum duration and cost for
different distances. Nevertheless, as dictated by the actual operations of the plant being


85
studied, the CYCLONE model was only concerned with a one-plant-one-site RMC
system, in which truck mixers of one single type and the pump placing method were
employed. In addition, the Cyclones limitation in defining resource entities did not
allow for the flexibility of handling multiple types of truck mixers in the model.



2.9.1.3 One-Plant-Multi Site Model


A study of the performance of Hong Kongs RMC plants showed that attaining a
good match between the requirements of sites for concrete and the ability of the concrete
industry to meet those requirements is paramount to one-plant-multisite RMC systems
(Anson and Wang, 1998).


Thus, in order to improve the match by simulating the RMC system, each site
should be individually and explicitly dealt with. Given the possibly large number of sites
a plant may serve, the approach of expanding the one-plant-one-site Petri net or
CYCLONE model into a one-plant-multisite one is obviously unattractive. For instance,
a CYCLONE prototype for handling two sites and single type truck mixers was
constructed for illustrating the difficulty and inflexibility of such an approach and the
bulkiness of the derived model (Ying , 2001). Resorting to other high-end simulation
systems such as Visual SLAM (Prisker and OReilly, 1999) would encounter similar
barriers to modelling as with CYCLONE. It is noted that writing proprietary computer
code or user inserts within a SLAM network model can produce compact representations
of complex systems. However, from a practitioners point of view, familiarization with
specific terminology and the modelling schematics of particular software, as demanded
for accurate simulation modelling, already presents a distinctive challenge for
practitioners in construction, let alone the writing of computer code.



86

2.9.1.4 SDESA Modeling


The cyclic process of RMC production and delivery between the plant and each site as
illustrated in Figure 2.38 consists of six activities:
a. Batching and loading concrete into the truck mixer at the plant engaging the
batch bay;
b. Washing and checking out the truck mixer at the plant not engaging the batch
bay;
c. The truck mixer travelling to a specified site;
d. Unloading the truck mixer on site using a particular placing method engaging
site crew and equipment;
e. Washing out plus waiting on site not engaging site resources; and
f. The truck mixer returning to the plant.




Figure 2.38 SDESA model schematic for one-plant-multi site RMC system (Anson
and Wang, 1998).










87












2.9.2 Schematic of Standard Ready Mix Concrete Plant








Figure 2.39 Standard Ready Mix Concrete Plant (Source: Skokie, 1979)


2.9.2.1 Powder Silo



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Most concrete batching plants have one or more silos attached. Containing
powder materials which can be injected into the mixer, this system provides a fast and
easy way to operate..


2.9.2.2 Silo Pump


Large pumps, based on the principle of Archimedes, "worms" so to speak,
transport the materials contained in the storage silos up to the weighing unit.



2.9.2.3 Powder and/or Liquid Weigher


Multiple weighing units to weigh water, cement, chalc etc. Raw materials, such
as sand is weighed in the weigher / transporter, which load a given quantity of material
on the skip. Below this unit is the mixer, where all the ingredients come together


2.9.2.4 Mixer


Several kinds of mixers possible: trough mixer, twin-shaft mixer and etc. The
basic idea is the mixture of all the precisely weighed ingredients. The mixing process
duration varies between approximately 15 and 90 seconds depending on the composition
of the recipe.




89

2.9.2.5 Concrete Truck Mixer


Various sorts of trucks, license plates, truck companies and other data can be
entered into the database to gain the ultimate loading time of these vehicles.


2.9.2.6 Skip


The skip provides a simple way to transport large amounts of raw materials to
the weighing unit, on top of the mixer. Other possibilities, for example, is a conveyor.


2.9.2.7 Raw Material Storage


To store the raw material for Ready Mix Concrete plant such as cement,
aggregates and admixtures before the material transport to raw material weigher.


2.9.2.8 Raw Material Weigher & Transport


Thorough mixing of concrete is accomplished when the materials are charged
into the mixer at about the same time. This is possible because of the partial
blending of materials, which occurs as they enter the mixer. Before the materials
can be put into the mixer, each must be measured. This is accomplished by
dropping material from the storage bin into a weighing hopper.



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2.9.2.9 Control Room


This is the place where our work is mainly done: a small cubicle where one or
more computers monitor and control the entire plant. Recipes, error reports, actions,
clients, transporters, readings and every other important parameter about the concrete
plant can here be controlled, managed and viewed. Graphs and pictures enable a precise
investigation of schedules, production and stocks. The main concept is : a database and
an interface to control either the data stream and the plants processes







Figure 2.40 Schematic of Standard Process in Ready Mix Concrete Plant




Raw Material
Storage
Raw Material
Weigher

Skip Powder Silo
Silo Pump Mixer

Concrete
Truck Mixer
Powder
and/or Liquid
Weigher

Control
Room


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2.10 Standard Maintenance for Ready Mix Concrete Production Facilities


This is a maintenance checklist performed by a concrete plant inspector
manually. This list does not contain all possible duties due to the differences in concrete
plants, but it does contain the most important duties. The following items contain those
things that must be completed prior to producing concrete:

a. The standard specifications, supplemental specifications, special provisions, and
plan notes that pertain to the project are on hand, are/have been reviewed and are
correct for the project;
b. The aggregate stockpiles are being properly built and are/have been checked for
separation, segregation, and foreign material. Tracked loaders are not being used;
c. The quality control tests for the aggregates, water, and admixtures are being
performed or are on file;
d. The design mix document is on hand;
e. The plant is level on its foundation;
f. The cement and aggregate scales are/have been checked for accuracy; seals and
certificates sufficient for project duration are present;
g. The water and admixture scales are/have been checked for accuracy; seals and
certificates sufficient for project duration are present;
h. The plant automatic controls and timer are/have been checked and are working
properly;
i. The mixer maximum volume and drum mixing speed have been checked and
verified;
j. The mixer blades have been checked against the manufacturer's diagram and are
within wear tolerances;
k. The revolution counters on the transit mix trucks have been checked and they
work properly; and
l. The site layout ensures a logical traffic pattern, safe operations, and proper
drainage.


92


The following are items that must be in maintenance shortly after the start of
production and performed until project completion.


a. The required aggregate gradation tests are being conducted;
b. Cement samples are being taken and sent to the Central Testing Laboratory;
c. Certificates of Compliance are being obtained for the cement and admixtures, if
required;
d. Aggregate moisture tests are being taken and correctly documented;
e. The batch weights are being adjusted for changes in volume, aggregate moisture
content, sand F.M., workability, and water;
f. Dirt balls and other foreign materials are being removed from the aggregate;
g. The mixing time is being checked;
h. Haul tickets are being issued when needed;
i. Scales are being checked for balance and sensitivity;
j. The hauling units cargo boxes are being checked for contamination;
k. Cement checks are being made;
l. Additional water samples are being taken when needed;
m. The strength of the air-entraining agent is being checked so the proper amount is
being used. Also, each air-entraining agent lot is being properly sampled;
n. As necessary, the temperature required to heat water or the aggregates is being
checked; and
o. Safety is a daily critical inspection item.
CHAPTER III




RESEARCH METHODOLOGY




3.1 Introduction


There are two main aspects to the project; firstly, it is important to find the
current maintenance of ready mix concrete production facilities at batching plant. These
aspects should initially allow observation to provide a full understanding of the
procedures and activities that involved in concrete batching plant. The factors that
influence in concrete plant maintenance such as general operation, batching system,
batching equipment, recording and delivery fleet maintenance and differences between
CMMS at batching plant. Ready mix concrete production in concrete plant will also be
observed on to extract raw data that can be later used as model input.


Secondly, it is anticipated that it will be possible to develop a conceptual model
for maintenance at ready mix concrete plant production facilities. This conceptual model
will be basis to develop the CMMS maintenance software of the concrete batching plant.
The analysed conceptual model will be used in two ways; to undertake parametric


92
experiments on the maintenance of the ready mix concrete plant facilities, and secondly
to provide a tool for the estimation, planning and management of plant maintenance
operation. The research project should follow a pre-determined plan if it is to run both
effectively and efficiently. However research is a dynamic process, therefore there must
be a certain amount of flexibility implying, although not requiring, that a contingency
approach would be helpful.




3.2 Research Methodology


The research study contained 6 steps and listed below in chronological order:


1. Literature review;
2. Data Collection;
3. Model Development;
4. Prototype Development;
5. Validation; and
6. Conclusion and recommendation.




3.2.1 Literature Review


The aim of the literature review was to identify what various researchers have
said on computerized maintenance management system, maintenance on concrete


93
batching plant equipment and modeling in concrete production process in order to
identify the standard maintenance procedures in concrete batching plant.


From the literature review, most information about the computerized
maintenance management system at concrete batching plant is limited due to limitation
of the scope of each study. Detail discussion on these studies is given in Chapter II.




3.2.2 Data Collection


The process of collecting information from various sources is called data
collection. The author has collected information for developing Computerized
Maintenance Management Systems (CMMS) in batching plant from various sources like
internet, articles, magazines, conference papers, reports and even opinions of
experienced people in same specific fields. This research method was used for the
purpose of data collection for this CMMS model development.


Once the coding structure has been documented, data collection of all the master
data of the modules to be implemented in the CMMS was commenced. The screens for
these data are all available in the Masters module. Only data for the modules to be
implemented were collected.


Apart from the equipment maintenance data, other general ready mix concrete
plant maintenance data was also be remedied during this time. Getting plant
maintenance checklist data may easily be taken from the manual paper checklist but it


94
was decided that if each of the plant managers or expert be interviewed and asked for
their data. This would allow for current data to be collected and also allow for
discussions on the change of maintenance management such as process issues to take
place. As and when the master data were collected, it was also keyed-in concurrently
into the master module at CMMS model prototype.




3.2.3 Model Development


3.2.3.1 Process Models


3.2.3.1.1 Rapid Application Development (RAD) Modeling


The systems Development Life Cycle (SDLC) is a framework for describing the
phases involved in developing and maintaining information systems. Typical SDLC
phases include planning, analysis, design, implementation, and support. There are few
types of SDLC models; they are Waterfall Model, RAD Model, Prototyping Model,
Incremental release Model, Spiral Model, V-model, B-Model and etc.


Although there are many types of models, the author decides to use Rapid
Application Development (RAD) Model as a research methodology. The choice of RAD
Model as a research methodology is mainly because RAD is a methodology for
compressing the analysis, design, build, and test phases into a series of short, iterative
development cycles refer in Figure 3.1. This has a number of distinct advantages over
the traditional sequential development model.


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Figure 3.1 Rapid Application Development Model (Smith, 1999)


Iteration allows for effectiveness and self-correction. Studies have shown that
human beings almost never perform a complex task correctly the first time. However,
people are extremely good at making an adequate beginning and then making many
small refinements and improvements. We should encourage and exploit this rather than
fight it.


RAD projects are typically staffed with small integrated teams comprised of
developers, end users, and IT technical resources. A small team, combined with short,
iterative development cycles optimizes speed, unity of vision and purpose, effective
informal communication and simple project management.




96
An important, fundamental principle of iterative development is that each
iteration delivers a functional version of the final system. It is a properly engineered,
fully working portion of the final system and is not the same as a prototype.


3.2.3.1.2 Dynamic Systems Development Method (DSDM) Modeling


DSDM share a common approach to software development. Both method use
iterative development and have a strong focus on developing software that meets the
users needs. Each process promotes a continual testing throughout the software
development process, configuration management and prioritization of requirements.
Core principles of DSDM are:


a. After a feasibility and a business study, we run three independent cycling task
forces are run:
Functional model iteration;
Design & build iteration; and
Implementation.
b. The business study produces a business area definition, a system architecture
definition, and an outline prototyping plan:
One of the cardinal aims is quick business benefit;
The business environment is changing rapidly;
Deployment of the system might be resisted; and
Ownership by the users might be hard to establish.







97
3.2.3.2 Programming Language


3.2.3.2.1 Visual Basic


A programming language Visual Basic and environment developed by Microsoft
was selected. Based on the BASIC language, Visual Basic was one of the first products
to provide a graphical programming environment and a paint metaphor for developing
user interfaces. Instead of worrying about syntax details, the Visual Basic programmer
can add a substantial amount of code simply by dragging and dropping controls, such as
buttons and dialog boxes, and then defining their appearance and behavior.


Although not a true object-oriented programming language in the strictest sense,
Visual Basic nevertheless has an object-oriented philosophy. It is sometimes called an
event-driven language because each object can react to different events such as a mouse
click.


Since its launch in 1990, the Visual Basic approach has become the norm for
programming languages. Now there are visual environments for many programming
languages, including C, C++, Pascal, and Java. Visual Basic is sometimes called a Rapid
Application Development (RAD) system because it enables programmers to quickly
build prototype applications.








98
3.2.3.2.2 MS Access


Microsoft Access is a relational database management system (DBMS). At the
most basic level, a DBMS is a program that facilitates the storage and retrieval of
structured information on a computers hard drive. Microsoft generally likes to
incorporate as many features as possible into its products. For example, the Access
package contains the following elements:


a. A relational database system that supports two industry standard query
languages: Structured Query Language (SQL) and Query By Example
(QBE);
b. A full-featured procedural programming language essentially a subset of
Visual Basic;
c. A simplified procedural macro language unique to Access;
d. A rapid application development environment complete with visual form and
report development tools;
e. A sprinkling of objected-oriented extensions; and,
f. A various wizards and builders to make development easier.


The advantages of using Microsoft Access are described as in below:


a. A simple and cost effective RDBMS that is widely used and already in place
in most maintenance operations;
b. Can easily be upgrade to MS SQL Server;
c. Can use VBA to program forms and reports.;
d. Allows the application to be packaged as one rather than having different
database and application connecting with each other;


99
e. Do not need a programmer to perform changes to user interface. Can easily
be done by maintenance engineers. Also means its not required to purchase
programming IDEs like visual studio, Borland, etc.;
f. Report writer is built in MS Access so no need to purchase external reports
writers;
g. Has built in wizards to help retrieve data to reports and forms so little code
needs to be done; and
h. Built-in tools for backup and replication.


3.2.3.3 Develop a Conceptual Modeling


A conceptual model for computerized maintenance management system at
concrete batching plant was developed based on data collection from concrete batching
plant regarding concrete plant production facilities maintenance and process of concrete
production at batching plant as per Figure 2.37 . This conceptual model was backbone to
the model prototype which was developed from the context diagram and Data Flow
Diagramme.


3.2.3.4 Develop Prototype


Useful in "proof of concept" or situations where requirements and user's needs
are unclear or poorly specified the approach is to construct a quick and dirty partial
implementation of the system during or before the requirements phase. The prototype of
maintenance software from conceptual modeling was developed based on the Data Flow
Diagramme of concrete plant production facilities maintenance and process modeling,
Rapid Application Development (RAD) and Dynamic Systems Development Method


100
(DSDM). Visual Basic and MS Access used as a language to programmed the prototype
software.




3.2.4 Validation


The next stage of any modeling process is validation. At this point any model
that was not verified must be discarded or under go further amendments. The validation
of a model is fundamental to the achievement of ones initial aims and objectives. If the
model is not an accurate representation of the system being studied then any conclusions
gained from the model cannot be relied upon. When carrying out the validation stage it
will be useful to test several sets of input data and known outputs over a range of
conditions including extremes. When more than one model is being used and has passed
verification then it will be necessary to choose the most appropriate model.


The prototype software was validated by the expert at the same field such as
concrete plant manager to ensure the reliability and workability of the prototype
maintenance software at batching plant. Since it is not advisable to run all the elements
of CMMS at one go, small test runs by small locations had to be run first to ensure that
everything is working.









101
3.2.5 Conclusion and Recommendation


From all the results of the validation, the author was able to come to a conclusion
and make the relevant recommendations.





CHAPTER IV




CMMS CONCEPTUAL MODEL DEVELOPMENT ON READY MIX
CONCRETE PLANT




4.1 Batching Control System in Ready Mix Concrete Plant


The Figure 4.1 shows that data flow diagram for process at batching control
system. Customer, normally the contractor at site will place the order to batcher who at
ready mix concrete plant and batcher will received the order in form of amount of
quantity and grade of concrete. Once the order received, the batcher will entered the
order to the batch control system to process the concrete production. Before the concrete
production, Computerized Maintenance Management System (CMMS) will do the
preventative maintenance or act as a tool evaluation such as concrete batching plant
equipment maintenance evaluation before concrete batching process. If it is good in
terms of the production facilities maintenance at batching plant then it assigned to
proceed with the concrete production. If it is bad then the work order will either discard
or return to assigned to proceed with batching process. During the concrete batching
process, CMMS will monitor the equipment to avoid breakdown or downtime. After the
concrete batching process, the ready mix concrete will deliver to customer by concrete
truck mixer to site. The information of batching process will export to ERP in


103
scheduling PC for continuous order in the future until the end of concreting activity at
site.





Figure 4.1 Data Flow Diagram in Batch Control System
(Source: Larrard, 1997 )


Clients order from multi site will stored at batch server and batch historian will
process graphic display, batch status and display alarms in touch with graphic
development as per Figure 4.2. The printer will print the ticketing or delivery order for
recording purpose.
CMMS
CMMS


104



Figure 4.2 Data Model Diagram of Overall Batching Control System (Courtesy of
I-Mix Concrete Plant, Malaysia)


The Figure 4.3 shows that the last link in the chain of devices required for
batching is the means to control the batching devices. While some low-capacity products
operate push-button controls that require visual observation of the scale display for
batching accuracy, most plants use a form of electronic automatic batching control. It is
virtually impossible to describe all the automatic batching controls available. They range
from simple one-formula dedicated controls to computer controlled systems that include
features that go far beyond the batching operation.




105
All automatic batching controls convert electrical signals from the dial scale,
loads cell or volumetric pulse generators to weight values. These are then compared to
the batch target values, and meeting the following conditions:

a. The scale must be at zero before starting a batch.(The last batch must
have been completely discharged);
b. The charging device cannot be actuated if it is open;
c. The discharging device cannot be actuated if the charging device is
open; and
d. The discharge device cannot be actuated until all the required materials
batched and are within the applicable delivery tolerances.


Today almost all automatic batching control use tare-compensated weighing
where a cumulative weighing method is used. Tare-compensated weighing treats the
weighing of each cumulatively weighed material as if it were being weighed in an
individual batcher and then checks the delivery tolerance using the allowed values for an
individual batcher. The old controversy as to the accuracy of individual batching versus
cumulative batching is no longer valid since the same batching device is used in either
case and the same tolerances are applied. For many controls, the batching is more
efficient because pat experience has taught batcher designers and batching operators to
automatically adjust for the amount of midair material and scale bounce, thus
eliminating the need for manual control trim operations. Where these controls use a
cathode-ray tube (CRT) to display batch operation, the target weights or volumes and
the actual delivery values. In some cases, variations are displayed. Error messages pop
up when needed and input instructions are displayed along with formula modifiers.


With new batching control system with CMMS, recipes can be changed as often
as desired and save your valuable time will be saved with every new batching process.


106
This existing batching control system can thus be integrated in CMMS model systems
without any problems.






Figure 4.3 Schematic for Process of Batch Control System to Batching System
(Source: Larrard, 1997 )




4.2 Ready Mix Concrete Batching Process Description


The concrete batching and concrete product manufacturing activities may
includes facilities primarily engaged in the mixing of cement and aggregate into


107
concrete, as well as concrete products, including aerated and concrete composite
products.


The term concrete refers to a product formed by two principal components:
aggregate and slurry. Aggregate, which can be either natural or man-made, consists of
various grades of sand, gravel, crushed stone, or slag. The slurry is composed of cement,
water, and sometimes, entrained air. The cement slurry makes up approximately 25 to
40 percent by volume of concrete.


Figure 4.4 shows the concrete batching processes with production facilities maintenance
of Preventative Maintenance (PM) using CMMS model in ready mix concrete plant. As
each production facility in RMC is likely to be unique it is advisable to develop a flow
diagram that details the input of materials and prepare from the operation of each
process.


Figure 4.4 Concrete Batching Processes in Ready Mix Concrete Plant
(Source: USEPA AP-42, 1995)


108
Concrete batching plants store, convey, measure, and discharge concrete
constituents into concrete mixers for transport to the job site. The raw materials can be
delivered to a batching plant by road or by rail, and are then transferred to elevated
storage silos pneumatically, or by bucket elevator. The sand and coarse aggregate are
transferred to elevated bins by front-end loader, clam-shell crane, belt conveyor, or
bucket elevator. From the elevated bins, the constituents are fed by gravity, or screw
conveyor, to weigh hoppers that combine the proper amounts of each material.


The constituents are then fed from the weigh hopper to agitator trucks, where the
concrete is mixed on the way to the site where it is to be used. Central mix facilities mix
the concrete on site and then transfer it either to an open bed dump truck or a concrete
mixer for transport to the job site. Shrink mixed concrete is partially mixed at the central
mix plant, and then completely mixed in the concrete mixer on the way to the job site.
For dry batching, where concrete is mixed and hauled to the construction site in dry
form.




4.3 Integration of CMMS model in Ready Mix Concrete Plant Production Facilities
Maintenance


The Figure 4.5 shows that Computerized Maintenance Management System
(CMMS) which is the core module to control an important three elements in the ready
mix concrete plant production facilities maintenance as proposes by Wong (1999). Plant
operations, management and instrument technicians are controlled by Computerized
Maintenance Management System (CMMS) to enhance and optimized the plant
maintenance.



109




Figure 4.5 CMMS Model in Ready Mix Concrete Plant Maintenance
(Source: Wang, 1999)













110
4.4 CMMS Core Modules


There are a few core modules that play an important role in developing CMMS
modelling in ready mix concrete batching plant. Work orders contain information about
a maintenance activity, such as where and how it is to be done, who is supposed to do it
and any supplies needed to complete it. They keep track of maintenance activities and
store valuable time and cost information that is used in reports. All tracked maintenance
histories in ready mix concrete production facilities management system are based on
the information stored in work order records. Creating work orders for all maintenance
activities is the key to an efficient maintenance facility. Work orders can be uses to
assign work quickly and in a format that helps improve the efficiency of facility.


The machine and locations register is an essential module in CMMS model
where all the batching equipment for production facilities will be given machine number
for identification. Later, the location of machine and machine description are registered
and machines are grouped together under a machine category. The current machine
status describes which operational state the machine is in. A code assigned to a machine
status and its description. This data is set in the masters.


Machine or equipment and location require periodic maintenance to ensure
uninterrupted efficiency and to guard against breakdowns. Preventive maintenance (PM)
is a scheduled work on a machine. PM schedules can be planned for either a machine or
physical location. Preventive Maintenance schedules requires 3 main components, the
first one is the task list, steps that indicate what measures and work to be done on a
particular machine or location. The second is the schedule itself, a time frequency of
when the work should be done e.g. monthly, weekly, yearly and so on. The last
component is the generation of the preventive schedule to a work order, so that the


111
technician can follow the steps on the schedule and track whether the preventive tasks
have been completed.




Figure 4.6 CMMS Core Modules




4.5 CMMS Work Order of Functional Flow Diagram in Ready Mix Concrete
Plant


Work orders are written records of maintenance activities. They are used to
assign maintenance to the areas and equipment that make up the maintenance facility.
Work orders contain information about a maintenance activity, such as where and how it
is to be done, who is supposed to do it and any supplies needed to complete it. They
keep track of the maintenance activities and store valuable time and cost information
that is used in reports. All tracked maintenance history in ready mix concrete plant
Machine
Register
Work
Orders
Preventive
Maintenance
Location
Register

C CM MM MS S


112
production facilities management system is based on the information stored in the work
order records.


As mentioned earlier creating work orders for all maintenance activities is the
key to an efficient maintenance facility. Work Orders are created for a primary reason
for regularly scheduled or preventive maintenance that is performed on a routine basis.





Figure 4.7 Functional Flow Diagrams for Work Orders of Plant Maintenance in Ready Mix
Concrete Plant (Source: Sivalingam, 1997)













113
4.6 CMMS Work Order Flow Diagram in Ready Mix Concrete Plant
Production


As Figure 4.8, work orders are written records of maintenance activities. They
are used to assign maintenance to the areas and equipment that make up maintenance
facility. The work order is raised when the plant equipment need to have preventive
maintenance.


The early stage of work order is to plan preventive schedule. In this case,
planning to do maintenance is depends on the batching equipment or model in the
batching plant. The pending production of concrete has to be notified since the
production facilities equipment need to be shutdown for the maintenance. After
notifying production on pending schedule, work order is generated. The work order
complete with information in all aspects including job plan, specific equipment, tools
and spares aspects create an effective plant maintenance compare to traditional plant
manual checklist.


After the maintenance work is done, the plant authority is informed to start
operation of batching plant and close the work order. These life cycle procedures are
carried out continuously in order to maintain ready mix concrete plant through efficient
planning and scheduling.







Plan Preventive Schedule
WORK ORDER


114
















Figure 4.8 Work Order Flow Diagrams for Plant Maintenance in Ready Mix
Concrete Plant




4.7 Proposed Conceptual Model for Ready Mix Concrete Plant Production
Facilities Management System


The proposed conceptual model for ready mix concrete plant production
facilities management system as shown in Figure 4.9 is divided into two main
components, the first component is in ready mix concrete production and the second
component is the plant production facility maintenance. The CMMS conceptual model


115
was developed based on ready mix concrete production and batching plant maintenance
especially for batching equipment.


During ready mix concrete production, CMMS will detect the problem or fault
for preventive maintenance in batching plant production facilities. One of the elements
in CMMS model will open for work request which is way plant maintenance personnel
to aware and raise or highlight problems. It is a simplified Work Order screen for use by
personnel who are not day to day users of the system. For any work to be carried out, a
work order will be generated from the request module by authorised personnel.


CMMS model will raised or generate the work order as per Figure 4.8 to plan
preventive schedule. The work order will assign the work and build a job plan to
proceed with preventive maintenance in batching plant production facilities. The actual
maintenance job will be recorded for future maintenance reference. After the job
maintenance plan accomplished, the work order will be closed.


Basically, the proposed CMMS model will assist the production of ready mix
concrete in batching plant by reducing the downtime or breakdown through early
identification in batching plant maintenance work especially in plant production
facilities such as batching equipment and batching control system. CMMS model helps
ready mix concrete plant production facilities to save time and cost in maintenance work
as well as to avoid the ripple effect due to concrete batching plant breakdown such as
insufficient concrete supply to construction site.




116



Figure 4.9 Proposed Conceptual Model for Ready Mix Concrete Plant Production
Facilities Management System
CHAPTER V




READY MIX CONCRETE PLANT PRODUCTION FACILITIES
MANAGEMENT SYSTEM PROTOTYPE DEVELOPMENT




5.1 Context Diagram


This section introduces the context diagram, which represents the entire system
of CMMS model for batching plant under investigation (refer to Figure 5.1). It also
shows why this diagram should be drawn first, and then used to clarify and agree the
scope of the investigation. Context diagrams are usually the first diagram to be produced
and are often referred to as a level 0 diagrams. Only data flows to and from the system
process are included in the context diagram. The figure shows that data flows to and
from Ready Mix Concrete Plant Production Facilities Management System to batcher
desktop.








118








Figure 5.1 Context Diagram for Ready Mix Concrete Plant Production Facilities
Management System




5.2 Data Flow Diagram Level 1


This section introduces the level 1 diagram, which shows the main functional
areas of the Ready Mix Concrete Plant Production Facilities Management System under
investigation (refer to Figure 5.2). It explains why any system should only be
represented by a single level 1 diagram. This diagram identifies the major functional
processes of the system being investigated. The prototype of this data flow diagram
level 1 known as a main menu shown as in below:








Batcher
Desktop


results
Ready Mix Concrete Plant Production
Facilities Management System
User demand


119



















Figure 5.2 Data Flow Diagram Level 1 for Main Menu in CMMS model


The Main Menu of CMMS model Prototype has seven main modules or icons
which are work orders, machine, location, preventive, masters, reports and exit (refer to
Figure 5.3). The work order module provides with an ability to view and manage all
maintenance activities. The work order module is integrated with the Planned
Maintenance module in order to integrate scheduled preventive maintenance work with
breakdown work. The Machine module provides with the facility to record and manage
the production facilities equipment at batching plant. It stores data on every equipments
which want a record of maintenance activities. The Location module provides with the
facility to record and manage facilitys location. It stores data on every location which
2. Location
Module
3. Work
Order
4. Machine
Module

5. Preventive
maintenance
Module

6. Masters
Module
7. Reports
Module


8. Exit
Module
1. Login

Ready Mix Concrete Plant
Production Facilities
Management System



120
want a record of maintenance activities. This Preventive module describes how to
schedule and generate preventive maintenance work orders within ready mix concrete
plant production facilities management system. A preventive maintenance (PM) master
and schedule specifies work to be performed based on an elapsed time interval or by
metered / condition monitoring PM. PM schedules can be set-up for either a machine or
a location. Masters module captures all your basic maintenance data which is required to
start ready mix concrete plant production facilities management system. Report module
provides a wide range of management reports. Reports are used for management
information purpose, documentation and accounting of the productivity and
performance of the maintenance departments. The Exit module is to close or exit from
ready mix concrete plant production facilities management system prototype program.







121


Figure 5.3 Main Menu for Ready Mix Concrete Plant Production Facilities
Management System Prototype as in Data Flow Diagram Level 1




5.2.1 Data Flow Diagram Level 2: Login Process


This section describes the subjective issue of deciding at what point a level 1
diagram contains sufficient detail. As a general rule no business process diagram should
contain more than twelve processes, and those that are related can often be combined.
Where external entities or data stores share the same origin or content, these can also be


122
combined in order to clarify the diagram. Where information is being retrieved from a
data store, it is not necessary to show the selection criteria (or key), that is used to
retrieve it. Furthermore, if the data is subsequently updated then only the update flow
needs to be shown.

Figure 5.4 below describes the login process to CMMS prototype model before
access to the main menu of the prototype. The login form will be displayed to enter user
ID and password for verification before user use the prototype. All the user ID and
password will be stored in employee table database and retrieved back for valid user ID
and password to access the main menu. If there were invalid user ID and password, then
it will display login failed to exit module. This login process of prototype is shown in
Figure 5.5 below.



















Figure 5.4 Data Flow Diagram Level 2: Login Process
login
command 1.1 Display
login
form
1.4 Enable access
to
CMMS button
1.5 Display
CMMS
main menu
1.0 Employees
table
1.2 User verification
1.3 Display login
failed
User ID, password
User ID, password
User ID, Password,
Accessibility,
Central, Auth, Exec
Level
Invalid user
Valid user
1.6 Exit
Exit command
Enter CMMS command,
UserID, Accessibility,
Central, Auth, ExecLevel


123



Figure 5.5 The Prototype Interface for Login Process




5.2.2 Data Flow Diagram Level 2: Location Module


The Data Flow Diagram (DFD) level 2 (location module) is depicted in Figure
5.6. The Line list provides the facility to record all the physical locations in the facility.
This module stores data on every location with a record of maintenance activities. The
components in display of Line List are display of current line, search, view all, new line
and close the line list. Location can be organised by assigning codes. This would help
the user to locate buildings, floors and rooms easily. User can also use location codes to
raise service work order. Click on "Location" button on the main menu, a Location List
will pop up. It will show a list of all the locations in the database. To add new location,


124
click on "New Location" button, a location screen will pop up. The following are a list
of fields and explanations Location No, Description and Department. The following
screens in Figure 5.7 are available in the Line list prototype.
















Figure 5.6 Data Flow Diagram Level 2: Location Module
2.3 Search
2.1 Display Line
List
2.6 Close
Close
command
2.2 Display
Current Line
2.5 New Line
1.0 location
table
LocationNo
,
LocationDe
2.4 View All
2.0 department
table
DepartmentNo,
DepartmentDescr
iption
LocationNo,
LocationDescription,
DeptNo, SiteCode


125



Figure 5.7 The Prototype Interface for Line List in Location Module




5.2.3 Data Flow Diagram Level 2: Work Order Module


Work orders are written records of maintenance activities. They are used to
assign maintenance to the areas and equipment that make up the maintenance facility.
Work orders contain information about a maintenance activity, such as where and how it
is to be done, who is supposed to do it and any supplies needed to complete it. DFD for
work order module is shown in Figure 5.8. Display of work order list can be accessed
from work order module. Display of work order list consist display of current work


126
order list, new work order, appointment list, print work order by batch, bypass list, view
all, export to excel, search and work order close. Work type table, work status table,
work trade table and work priority table will contain data for display in work order list
together with work order table for information such as work order no., work type, work
status, location no, problem description, requestor no, date received, employee no, work
order trade, machine no, site code, date required, preventive maintenance target start
date, as start date, downtime and work priority. The work order module prototype
interface for data flow diagram level 2 is shown in Figure 5.9.






















Figure 5.8 Data Flow Diagram Level 2: Work Order Module
3.1 Display
Work Order
1.0 work orders
table
3.10
Close
3.9
Search
3.7 View
All


3.3 New
Work

3.5 Print
WO by
3.2
Display
6.0 work priority
table
5.0 work trade
table
4.0 work status
table
3.0 work type table
WorkStatusID,
WorkStatus
WorkTypeID,
WorkTypeDescriptio
n

WorkTradeID,
WorkTrade
WorkPriorityID,
WorkPriority
WorkorderNo, WorkType,
WorkStatus, LocationNo,
ProblemDescription,
RequestorNo, DateReceived,
EmployeeNo, WOTrade,
AssetNo, SiteCode,
DateRequired,
PMTarStartDate, AsstartDate,


127



Figure 5.9 The Prototype Interface for Work Order List




5.2.3 Data Flow Diagram Level 2: Machine Module


The machine module provides the facility to record and manage an organizations
machine in batching plant (refer to Figure 5.10). This module stores data on every
batching equipment and machine which has a record of maintenance activities. The data
flow diagram shows that inputs for display machine list are from machine table,
machine status table and machine location table. The information such as batching
equipment number, machine description, status, and location number and description are
collected from these tables. A part that, the components for machine list interface for
batching plant are display current batching machine, view all the batching equipment for


128
location and number, search for batching equipment number, machine description,
status, location number and description, add in new equipment or machine, machine tree
and close machine list display. The prototype interfaces for machine list are shown as in
Figure 5.11.



















Figure 5.10 Data Flow Diagram Level 2: Machine Module





Machine Number, Machine Description,
Status, Location No,
4.1 Display
Machine List
1.0 Machine table
4.7 Close
4.5 Search
4.6
Machine
4.4 View
All
4.3 New
Machine
4.2 Display
Current
Machine
Number,
Machine
Description,
Status,
Location
2.0 location table
Location No,
LocationDescripti
on
3.0 machine status
table
Machine Status ID,
Machine Status Desc
Location
No,


129


Figure 5.11 The Prototype Interface for Machine List




5.2.5 Data Flow Diagram Level 2: Preventive Maintenance Module


Preventive Maintenance activities as shown in Figure 5.12 in ready mix concrete
plant production facilities management system prototype can be scheduled either by
fixed time intervals or by meters / condition monitoring. The following components are
available in the preventive maintenance interface as per Figure 5.13:


a. PM Task List Displays the PM Task List master. New PM Tasks can be added
and existing PM Tasks can be viewed or modified in this section;


130
b. PM Schedule (Time) - Displays the master list of fixed time based PM
Schedules. New PM schedules can be added or existing PM schedules can be
viewed or modified in this section;
c. PM Schedule (Meters) - Displays the master list of metered PM Schedules.
Metered PMs can be scheduled either by incremental or threshold type meters.
New PM schedules can be added or existing PM schedules can be viewed or
modified in this section;
d. PM Generation - Automatic generation of fixed time based PM Work Orders is
accomplished via this screen; and
e. Close Exits the menu.












Figure 5.12 Data Flow Diagram Level 2: Preventive Maintenance Module





5.1 Display
Preventive
5.6 Close
5.5 PM
Generation
5.4 PM
Task List
5.3 PM
Schedule
5.2 PM
Schedule


131


Figure 5.13 The Prototype Interface for Preventive Maintenance




5.2.6 Data Flow Diagram Level 2: Masters Module

The DFD for master module is as shown in Figure 5.14. Frequently used codes
and descriptions are recorded here for quick lookup by users. Updated during first time
usage and later, on an as and when basis. The department section captures all the
departments in the organization. The "Masters" interface in the main menu contains
Department tab in the next level of data flow diagram. For Possible causes of equipment
failure, user can also develop own coding system. Other than that, this section captures
failure codes. The "Masters" in the main menu interfaces with failure code tab in the
next data flow diagram level. Machine of similar functionality can be grouped together
under a machine category. This enables easy management of asset data and retrieval.
This section captures all the machine categories.

The "Masters" in the main menu also interfaces with machine category tab. The
suppliers and contractors component from the master list will captures all the suppliers
or contractor who will involve in ready mix concrete plant maintenance. Apart that,
miscellaneous (misc) component of the master list will contain work priority, work


132
status, work type, warranty contract, machine status and work type. This master contains
default data for CMMS prototype to function. Users cannot delete the existing data but
could add more to it. Data entered into this master will be saved upon exiting. The
prototype interface for master list is as per Figure 5.15.












Figure 5.14 Data Flow Diagram Level 2: Masters Module




6.0 Display
Masters List
6.5
Machines

6.6
Suppliers /

6.4
Machine
6.7 Misc
6.3 Failure
Code
6.2 Line
6.1
Department


133


Figure 5.15 The Prototype Interface for Master List




5.2.7 Data Flow Diagram Level 2: Report Module


Data entered into the system are retrievable in report format; depending on the
type of reports the user needs (refer to Figure 5.16). This enables the user to analyze
their data and prepare operational and management reports. For the data that has been
entered, users are able to access reports for their operational needs. This report module
provides a wide range of management reports. Reports produced by CMMS model is a
combination of related data contained in the system. The reports are; machine list,
machine details, supplier details, supplier list, work order list, work order details,
department list, PM task list, PM Task checklist and physical location list. The prototype
interface for report module is shown in Figure 5.17.



134










Figure 5.16 Data Flow Diagram Level 2: Report Module




7.0 Reports
7.1Preview



1.0 Report table
7.2 Close


135


Figure 5.17 The Prototype Interface for Report Module.

CHAPTER VI




CONCLUSION AND RECOMMENDATION




6.1 Conclusion


According to the desired objectives as described in Chapter I, from the
validation of the prototype of Ready Mix Concrete Plant Production Facilities
Management System (CMMS Model) through opinion of expert at the same field
and later comparing them with research literature review, the author has come to the
following conclusion:


Objective 1:


a. Based on the evaluation of the prototype from research literature
search, CMMS model prototype is efficient and effective
maintenance function tool compare to conventional manual
maintenance system (paper based) in ready mix concrete plant;





137
b. The CMMS model for reactive maintenance work orders then bring on
additional functionality such as task, Preventive Maintenance, and
integration of CMMS model to other business systems such batching
control system in ready mix concrete plant; and
c. Maintenance professionals in ready mix concrete plant can equip
themselves with the modern tools (CMMS model) to get the
maintenance work done in the batching plant.


Objective 2:


a. The proposed CMMS model allows for adaptability to maintenance
management processes and increased functionality in ready mix
concrete plant production facilities;
b. CMMS model for ready mix concrete plant production facilities, which
deliver various benefits for plant maintenance by delivering
information about batching plant production facilities maintenance
management to maintenance engineers and managers; and
c. Besides that, the proposed conceptual CMMS model helps in
equipment availability due to better planning and equipment reliability
through the identification of repetitive faults for overall production
facilities maintenance in batching plant.


Objective 3:


a. Basically, the CMMS prototype is based on software operating and
delivery platforms thus it competitive tool in the future with
information technology era;


138
b. Moreover, the CMMS prototype interfaces show work order status for
easy analysis, management decisions are simplified by the availability
of equipment maintenance history, contractor management is simplified
and documented, equipment preventive / inspection maintenance
planning and scheduling allows for automatic generation of preventive /
inspection work orders and time-savings due to centralized database
and communication regarding maintenance activities; and
c. One of interesting features of CMMS prototype is interoperability with
standard office software such as Microsoft Office because the
interfaces of CMMS prototype were developed from Microsoft Access
and other process systems.




6.2 Recommendation


Even though the author had completed the development of Computerized
Maintenance Management System (CMMS) model for ready mix concrete plant
production facilities, the author had found out there is always room for improvements.
This research project on Ready Mix Concrete Plant Production Facilities using CMMS
model prototype has revealed a number of areas for further research and development
including:

a. The prototype user interface can be improved to better screen layout and add
more components to the prototype features for better coverage of plant
maintenance;
b. The testing and validation should be carrying out in more ready mix concrete
plants to test the reliability of the prototype system;


139
c. The prototype can be designed for more user friendliness to ensure the end
user can use without any complication.;
d. Integration of CMMS model and Batching Control System model to work as
a one programme could lead to commercialization of the prototype;
e. The prototype system can be developed in web-based system so that it can be
widely used by people around the world;
f. The research on overall ready mix concrete plant maintenance can be
developed instead of focusing on plant production facilities only for total
plant maintenance; and
g. The testing and validation should be carried out for certain period to debug
the error which may influence the performance of the prototype.


140
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