1.

Introduction and Definitions

It is estimated that 18 to 30 per cent of every dollar spent on maintenance is wasted.

While under-maintaining receives significant attention due to an evident waste trail of

frequent and long breakdowns, over-maintaining, when left unchallenged, silently but
constantly squanders precious maintenance resources that impact on direct costs, and
the profitability of our businesses. …………………………………………..source ONIQUA

1.1. Asset

Any item of physical equipment. Normally the asset has a lifespan exceeding one year
and a value above a predetermined value.

1.2. Asset function

What users expect from their assets (output, speed, safety, and quality.)
The level of performance that the users require when the asset does its function

1.3. Asset failure

Situation where the asset is no longer capable of fulfilling one or more of its intended
functions.

1.4. Maintenance

Any activity carried out on an asset to:

 ensure that the asset continues to perform its intended functions
 repair the asset
 keeping machinery into standard
 fixing machinery when it fails
 trying to predict failures
 improving a machines condition
 timeous overhauls
 doing repairs according to a plan of action
 fault finding problematic areas on machinery
 as all equipment is prone to breakdown , there must exist some function to
replace or repair such defective unit(s) so that the production process can be
restored.

1.5. Maintenance management

The coordination, control, planning, execution and monitoring of the right equipment
maintenance activities.

1.6 Maintenance Engineering

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Is a staff function whose prime responsibility is to ensure that maintenance techniques
are effective, that equipment is designed and modified to improve maintainability that
ongoing maintenance technical problems are investigated, and appropriate corrective
and improvement actions are taken.

2. Maintenance Objectives
It is the task of the maintenance function to support the production process with
adequate levels of availability, reliability, operability, acceptable cost and safety of people
and equipment and quality.

P. 138

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3. Abbreviations used in this guide
CBM Condition Based Maintenance

cdf Cumulative Density Function

CM Condition Monitoring

CMMS Computerized maintenance management system

CPM Critical path method

EOQ Economic order quantity

FMEA Failure mode effects analysis

LCC Life Cycle Costing

MTBF (MTTF) Mean time between failures

MTTR Mean time to repair

NDT Non Destructive Testing

PERT Program Evaluation and Review Technique

pdf Probability Density Function

PM Preventive Maintenance

RCM Reliability Centered Maintenance

TPM Total productive maintenance

TQC Total quality control

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4. Maintenance Cycle

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5. Maintenance Functions
Definitions
Prioritizing. The act of determining which jobs has precedence. Since the function of
maintenance has limited resources available at any given time, this act is always
performed in a formal or informal manner.

Material Availability. A majority of the jobs performed by maintenance involve the use
of materials. The material may range from a simple fastener to a sophisticated
microprocessor and is necessary to provide the service that is requested.

Backlog. A listing of work that is yet to be done.

Control Reports. An after-the-fact record, or accounting, or what has been done and
some form of measurement.

The maintenance function consists of a number of important subsystems, primarily:

 Planning
 Scheduling
 Inventory planning and purchasing
 Reporting

5.1 Planning
The maintenance plan (p. 355)

Referring to the inner cycle of the Maintenance Cycle (figure 3.3), equipment history is
utilised to develop maintenance policies (or strategies) for individual machines. These
policies are combined into a maintenance plan for each machine, and the collection of all
these machine maintenance plans can be called The Maintenance Plan for the
organisation. It thus contains all previously specified (preventive) tasks per equipment
type, per craft and per maintenance frequency. This process of developing a
maintenance plan is described in detail in chapters 6 to 9.
Tasks which are typically addressed by the maintenance planner include determination
of inspection frequencies, overhaul intervals, replacement policies, reliability analysis, to
get the right spare parts, materials, permits, tools, maintenance crew sizing and skills
defined.

Planning defines WHAT and HOW.

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5.2 Scheduling (p. 363)
It is deciding WHEN and by WHOM the job is done.

Scheduling is concerned with the matching of labor and material resources.

Work order priorities. (p.381)

Scheduling types:

 Long term scheduling.

 Preventive work scheduling.
 Shutdown scheduling.
 Project workshop scheduling.
 Job shop scheduling
 Area workshop.

Project Management tools

 A Gantt chart is a popular type of bar chart, showing the interrelationships of how
projects, schedules, and other time-related systems progress over time.

 The Program Evaluation and Review Technique commonly abbreviated PERT is

basically a method for analyzing the tasks involved in completing a given project,
especially the time needed to complete each task, and identifying the minimum time
needed to complete the total project.

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The most famous part of PERT is the “PERT Networks”, charts of timelines that
interconnect. PERT is intended for very large-scale, one-time, complex, non-routine
projects.
 Critical path
In project management, a critical path is the sequence of project network terminal
elements with the longest overall duration, determining the shortest time to complete the
project.
The duration of the critical path determines the duration of the entire project. Any delay
of a terminal element on the critical path directly impacts the planned project completion
date (i.e. there is no slack on the critical path).

The difference between PERT and CPM lies in their way of representing the logical task
order in a network. A scheduling network is constructed using arrows and nodes (nodes
form the beginning and end of each arrow). CPM uses arrows to represent tasks (activity
on arrow), while PERT uses nodes to represent tasks (activity on node). In CPM nodes
are the joints between tasks, while in PERT arrows perform this function.

Example

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5.3 Inventory planning and purchasing
Is concerned with ensuring those replacement parts and materials are available when
needed. We keep spares to ensure that there is no delay to performing overhauls or
resolving equipment breakdowns, due to there being no spare part(s). If spares are part
of a piece of equipment necessary for continued production, including associated safety
systems, then production will be lost if it is not available when required.

5.3.1 Stock Theories and Practices

5.3.1.1 ABC analysis

Inventory management is very time consuming if you want to apply the best principles to
all stock items. ABC analysis is a technique to decrease this workload substantially
without materially affecting the cost of stockholding. The stock is classified into three
groups based on value. These are:
 A items -those items with high stock value (price x quantity), but which
constitutes only a small proportion of stock items. Typically the A item category includes
only 10 to 15% of stock items, but which contributes 70 to 75% of purchased value. For
these items tight control will be exercised with regular stock reviews. The objective of
this will be to keep the investment in these items at an absolute minimum.
 B items -those items with medium stock purchase value and a moderately low
number of commodities. Typically 25-35% of items fall in this category at a cost of 15-
20% of stockholding. Normal inventory control with good records and regular attention
should suffice in this category.
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 C items -the remaining items (those with low value and high volume) fall in this
category. They typically constitute 50-65% of stock items with a value of 5% of total
purchased value. For such items only simple controls are necessary. It is common
practice to establish a simple reordering procedure for such items, which can be
administered by clerical employees.

5.3.1.2 Minimum Maximum control

5.3.1.3 Economic Order Quantity (also known as the Wilson EOQ Model or simply the
EOQ Model) is a model that defines the optimal quantity to order that minimizes total
variable costs required to order and hold inventory.
Variables
 Q * = optimal order quantity
 C = cost per order event (not per unit)
 R = time unit demand of the product
 P = purchase cost per unit
 F = holding cost factor; the factor of the purchase cost that is used as the holding
cost (this is usually set at 10-15%, though circumstances can require any setting
from 0 to 1)
 H = holding cost per unit per time unit (H = PF)

Formula
The single item EOQ formula is:

2CR 2CR
Q*  
PF H

5.4 Reporting
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The CMMS facilitates the preparation of reports to management. These reports aid
management in taking actions to improve the status of the maintenance process. The
reports should be based on actual data and should be presented in summarized and
graphical forms. Statistical indicators and trends analysis must be an integral part of
such reports.

The maintenance department should have a regular reporting system. Most

maintenance departments have what is called the monthly maintenance report. The
contents of such a report should reflect the status of maintenance and provides
maintenance information to the related manufacturing functions, such as :

 operations,
 engineering,
 inventory planning, accounting, and
 upper management

Standard reports include

 backlog monitoring,
 labour efficiency reporting,
 cost monitoring,
 fault analysis,
 plant performance and
 MTBF analysis.

Reporting must be customised for each company’s needs.

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