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• Hospital
• Transport companies
• Banks
• Gas station
• Shopping malls I retail
• Restaurants
• Hotels and resorts
Maintenance in Manufacturing Companies
• Refinery
• Petrochemicals
• Electronic
• Automotive
• Furniture
• Ceramics
• Food and beverages
• Operators less able to do repairs
themselves
• Machine and product failure can have
effect on company's operation and
profitability
• Losses due to breakdown
• Maintenance and reliability is important
• Maintenance and product quality
• Maintenance and productivity
• Maintenance and safety
• Maintenance and supply chain
• Failure cause disruption, waste,
accident, inconvenience and expensive
ELECTRICAL SWITC H G E A ASSOC ATED EQUIPMENTIN SPECT ION REPORT
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Failure
• Failure - inability to produce work in
appropriate manner
• Equipment I machine failure on production
floor - worn out bearing, pump, pressure
leaks, broken shaft , overheated machine etc.
• Equipment failure in office - failure of power
supply, air-conditioned system , computer
network , photocopy machine
• Vehicle failure - brake, transmission , engine,
cooling system
Maintenance History
- -----
Maintenance History
Ti me
Pre-Wo rld Wur II Po st-World Wur II 1980 Onwards
--- - - - - - - ---
World-class companies are in
continuous need of a very well organised
maintenance programme to compete world-wide
-
What is Maintenance?
Planned Unplanned
> 70 % < 30 %
Maximising Production
Usage
-- M
A
I
-
Reduce Breakdown s
Reduce Downtime
Minimising E nergy
N
Optimi sing Useful Life
T Improving Equipment
of Equipment E - t
Efficiency
Budgetary Control
Providing
- N
A
N
- t
Improving Inventory
Control
-
Optimisi ng Resour ces
Utilisation
- E
Implem enting Cost
Reduction
Problems in Maintenance
• Lack of management attention to
maintenance
• Little participation by accounting in analyzing
and reporting costs
• Difficulties in applying quantitative analysis
• Difficulties in obtaining time and cost
estimates for maintenance works
• Difficulties in measuring performance
Problems Exist Due To:
• Failure to develop written objectives and
policy
• Inadequate budgetary control
• Inadequate control procedures for work order,
service requests etc.
• Infrequent use of standards
• To control maintenance work
• Absence of cost reports to aid maintenance
planning and control system
Maintenance Costs
1. Fault detection .
2. Fault isolation.
3. Fault elimination .
4. Verification of fault elimination .
Ir
•Vibration analysis
•Oil analysis
•Wear analysis
•Noise analysis
•Temperature analysis
•Pressure analysis
•Quality analysis
•Efficiency analysis -====== -
P red1ct1ve Ma 1ntena nce
Why PM is Preferred
Optimal Maintenance
Commitment
PROBABILITYMODELS FOR BREAKDOWNS
Example 16.16 The housewares plant of a chemical company has 15 identical molding machines that produce a
variety of molded products that generate a profit of $100 per machine per day. The machines fail according to a
Poisson distribution with an average of 2.2 machines down each day.
(a) What is the chance of having exactly three machines down on a given day?
(b) What is the expected amount of lost profit per day du.e to this Poisson failure rate of 2.2 per day?
(a)
. .
Since failures follow the .eoisson distribution, the probability of X machines failing onf1Ygiven day is:
A e- A
P(X) = x! .
E<X) =X • P(X)
• Problem:
• A factory has 200 machines and the maintenance
engineer supervises the repair crews who repair
malfunctioning machines. The maintenance policy is
to repair the broken down machine and bring back in
production within 2 hours on the average. If average
breakdown rate is 3.5 machines/ hour and each repair
crew can repair 0.25 mac hine per hour on the
average. How many repair crews are required ?
Solution
The formula for average repair rate (µ) is
1
ts = - --------- or µ = 'A + 1/ ts
µ - A.
Where µ = repair rate
'A = arrival rate of malfunctioning machines
ts = average time arrivals in the system
EMERGENCY BREAKDOWN
Shuilown Maintenance
Pre\·enuve Correcuve
maintenance maintenance
RBI
What are the main fac tors, which affect the selection of
._,,,_ Maintenance Policy?
tep 4 Step 2
Take corrective Measure actual
action to restore performance
Control
1he designed
Procc s
specifications
tcp 3
Compare actual
performance with
the desi2.ned
Predictive
60°/o
40°/o
20o/o
001o
1 2 3 4 5 6 7 8 9 10
Year