WELCOME

TO
THE CHALLENGING WORLD
OF

RELIABILITY & MAINTENANCE 1

THE STARTING BLOCK: BEFORE THE RUN

Expectations
from the
Session???

2
 PRESENT DAYS REALITIES
 Speed is the Essence with Accuracy. Faster and
Correct Problem Resolution.
 Quickly changing Market Realities creating a
demand for Multi - Skilled Workforce which is
always on call when needed.
 Relentless pursuit of excellence with the sole aim
of being better than the competition, always being
one-up and being the best in one’s line of
business.
 Today’s Technological breakthrough – Tomorrow
Redundant, demands maintaining Competitive
edge by Resource Optimisation and leaner and
3
more efficient Operations.
 MANTRA FOR COMPETITIVENESS

MOVE FROM:
“Hey! My job is to get orders, someone’s job is to
produce and someone else’s job is to fix!”

4
Complete Ownership of the work that is performed.
 DEFINITIONS
RELIABILITY:
Probability that a Machine Part or Product will
function properly, for a specified time under standard
conditions.

 Is In-built in the product during the design and

manufacturing Stage.

 Is done to encounter the Basic premise of

‘Murphy’s Law’ that says ‘If something can go
wrong It Will’.
 Follows the principles of Robust design having
capability to perform even under stated maximum
demand conditions. 5
 DEFINITIONS Contd.
MAINTENANCE:
All Activities involved in keeping a System’s
Equipment in Working Order.
 Seeks to continually deliver the promised level of
performance of a system during usage and meet
the users’ expectations of functionality and
reliability.
Earlier definition of Maintenance was
‘To MAINTAIN’
NOW It is
‘To MAINTAIN’ & ENHANCE’
i.e. Deliver the Promise and strive to make it
6
More efficient & Cost Effective
 RELIABILITY: WHY?
 To establish a confidence in the mind of users that they
can depend upon the equipment, machine or service
they are using, to deliver expected output.

 To facilitate repeat performance and maintain it

even under during emergent and ever changing
external conditions.

 To provide a longevity / Life of System/ Equipment.

 To obviate the necessity of keeping many spare

units in hand.

 Last but Not the Least; To Build a Brand Image 7

 RELIABILITY: HOW?
► By providing reliability to each component that goes
into making a product or each sub-system that forms
an integral part of a Bigger System.

► By Providing Back - up systems that automatically

take over once the running system or product fails
to perform. Provide for REDUNDANCY.

FOOL PROOF THE SYSTEMS

Identify possible Failures, prepare Counter-acting

Strategies and Incorporate the same in design / Mfg. 8
 EXERCISE
You are staying at NOIDA and
Expected to Deliver a Presentation in Delhi.
What all preparations shall you make?

Now consider What All Can go Wrong in your

accomplishing the Objective.

Check whether your list of “Items to prepare For” is

longer???
9
 STEPS TO IMPROVE RELIABILITY
A. FMEA (Failure Modes & Effects Analysis)
What is????
A Structured Approach to:
 Identifying the way in which a process can fail to meet
its intended objective.
 Estimating the Risk associated with these failures.
 Taking suitable actions to eliminate or mitigate the effect
of these risks.
FMEA is done at three levels:
 System FMEA: To detect issues at concept and design
stage.
 Design FMEA: To anticipate Failure modes and build
necessary safeguards to prevent them.
 Process FMEA: To anticipate process deficiencies and
10
remove them.
 FMEA Contd. (RISK EVALUATION)
Refers to the methods used in FMEA to analysing the
associated risks Identified during the analysis and assess
their damage potential.
One such method is The Risk Priority Number:
In this method the risk associated with each potential
problem is assessed by determining a Risk Priority Number
(RPN) which is then used to compare and prioritise the
problems for corrective action.
RPN is determined by taking 3 factors into account:
 Severity: Denotes impact of the risk.
 Occurrence: Indicates frequency of a Failure
 Detection: Denotes ease of detecting the failure.
(For each 1 denotes low Value & 10 denotes high Value)
RPN = Severity X Occurrence X Detection
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NOTE: Highest Value of RPN denotes Top Priority.
 STEPS TO IMPROVE RELIABILITY Contd.
B. By Following State-of-the-Art Design & Development
Techniques such as:
a. Concurrent Engineering
b. Prototype Testing
c. Simulations etc.
C. Providing Adequate Design Margins to compensate
for Trade-offs in Manufacturing & Assemblies,
taking Extreme Working conditions & Ease of
manufacturing into Consideration.
Remember:
System Reliability= Product of Ind. Comp. Reliability.
Hence is lower than Individual Component Reliability.
12
R System = R comp.1 * R comp.2 * R comp.3 * R comp.4
 STEPS TO IMPROVE RELIABILITY Contd.
D. By Providing for Redundancy:
Back -up or Stand-By systems are provided in
parallel to the existing systems which combine to
provide higher reliability.
Generally The Stand-By system has the same
capability of the running one but sometimes may
manage the bare minimum necessary operations
till the regular system is restored.

 Usually deployed in those systems where a delay

could have catastrophic effect. e.g. Hospitals,
Aeroplanes, Nuclear Power Plants, Oil Refineries,
Public Utility Services like Railway Reservation etc.
13
 PROVIDING FOR REDUNDANCY Contd.
Impact of Providing for Redundancy:

By putting systems in parallel the reliability of the complete

system increases.

The system Reliability of two parallel components is defined

by the Equation:

Rel. of Probability Probability Probability

System= of 1st Comp. + of 2nd Comp. X of Needing
Working Working 2nd Comp.

So for a Component having 80% Reliability & backed up by

another similar component the System Reliability is :
Rel. System = 0.8 + 0.8 X (1-0.8) = 0.8 + 0.16 =0.96
So by providing redundancy the system reliability has 14
increased from 0.8 to 0.96.
 STEPS TO IMPROVE RELIABILITY Contd.
E. Safeguarding Against Infant Mortality:
What is ??
Failure of a Component or System in initial Stages of
Operations. i.e. At the time of Switching on or in early
stages.
Why??
Occurs for some products especially having those
having Electronic Circuitry. May happen due to
Improper Operation also.
Safeguard??
 Carry out ‘Burn In’ before despatch.
 Provide support for Installation & Commissioning.
 Warranty and Guarantee provisions. 15
 HOW TO MEASURE RELIABILITY ??
Can be measured by using different Matrices such as:
 Failure Rate FR(%):
It measures the percent of Failures among the Total
No. of Products tested and is expressed as a
percentage.
FR(%) = Number of Failures X 100
No. of Units Tested

 Failure Rate in Numbers FR(N):

It measures Number of Failures during a period of
time.
FR(N) = Number of Failures X 100
No. of Unit-Hours of Operating Time 16
 HOW TO MEASURE RELIABILITY Contd.
Example:
A co. manufactures Industrial Air Conditioners and
tests them for 120 hrs. each before despatching. In a
customer order for 20 ACs 2 of the units failed; one
after 30 hours & another after 70 Hrs. Find out FR(%) &
FR (N)?
Solution:
FR(%) = 2 X 100 = 10%
20
Now Calculate Value of FR (N)???
Solution:
FR(N) = 2 = 2 = 0.000885
20 *120 – (90 + 50) 2260 17
 HOW TO MEASURE RELIABILITY Contd.
MTBF: (Mean Time Between Failures)

MTBF is the most Common Unit used as a measure of

Reliability.
It measures the elapsed time between two failures,
usually in Hours, and is the reciprocal of FR (N).
MTBF = 1 in Hours
FR(N)

So for the Above Example where FR(N) = 0.000885

MTBF = 1 = 1 = 1130 Hrs.
FR(N) 0.000885 18
 UTILITY OF MTBF

 Is a very easy Measurement to understand and so

can be explained easily to even the Operating level
people involved in maintenance.

 Provides a reliable data of performance and helps in

predicting Equipment performance.

 Can be effectively used for finalising Production

Plans.

 Is an facilitating tool for designing the preventive

maintenance programs. 19
MAINTENANCE: CHANGING PARADIGM
◙ Maintenance not an expense but an investment in
improved manufacturing and equipment upkeep.
◙ Scheduled Maintenance Down time is an integral
part of the Manufacturing time and not a loss.
◙ It is a “Profitable Activity” and so must be planned
and not squeezed in wherever possible.
◙ It is imperative to preserve the functions of
Physical Assets at any cost and so all the tasks,
which will ensure the continuance of Equipment
capability, to deliver promised outputs, must be
done religiously at scheduled intervals.
◙ The people who run the machines know the best
about them and are their real owners. 20
 MAINTENANCE: WHY???
 Maintains System Capability in a Cost Effective manner.
 Gives Consistency and facilitates Continuous run
of Systems and Equipment which in turn result in
better productivity and quality of outputs.
 Delivers uniform Quality of Outputs.
 Provides a competitive advantage to the
organisation as it helps in maintaining delivery
schedules and provides an opportunity to remain
Cost Competitive.
 Breakdowns not only cause disruptions in
operations, damage to machines and rejected
products they also create tensions in the plant and
21
affect employee morale.
 TYPES OF MAINTENANCE
Breakdown Maintenance:
Maintenance that is carried out after a Breakdown or
Equipment Malfunction to restore normal functioning
of Equipment. Also known an ‘Reactive Maintenance’.
Preventive Maintenance:
Is a ‘Before the Event’ activity. Done to prevent
Breakdowns. Is carried out as per a defined schedule.
MTBF records help in designing Preventive
maintenance Schedule. e.g. In the previous AC
example since the MTBF is 1130 Hrs. the user should
carry out preventive maintenance before the requisite
time has elapsed. Usually the manufacturers provide
schedules for changing some parts to avoid break-
22
downs.
 STEPS TO IMPROVE MAINTENANCE ??
Preventive maintenance is an ever evolving activity
and moves from one phase to another as the
organisation improves its learnings.
The Planned maintenance process moves from one
category to another in phases. Once the organisation
gains sufficient knowledge of a phase it graduates to
next phase. These phases are:

 Periodic Maintenance.

 Predictive Maintenance

 Corrective Maintenance

 Maintenance Prevention 23
 STEPS TO IMPROVE MAINTENANCE Contd.
 Periodic Maintenance:
- Also called Time Bound Maintenance.
- Done at Defined Intervals.
- Helps taking timely Corrective and Preventive
Actions.
 Predictive Maintenance:
- Is a Condition based maintenance.
- Life is predicted by analysing trends of Different
Components and diagnosis
- Maintenance Plan is developed taking the trends into
considerations. Suitable Preventive Actions are taken
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to prevent occurrence.
 STEPS TO IMPROVE MAINTENANCE Contd.
 Corrective Maintenance:
- Focuses on improving components trying to reduce
requirements for maintenance and improve MTBF.
- Analyses components to find components vulnerable
to failure and then redesigning them to improve
reliability and maintainability..

 Maintenance Prevention:
- Seeks to improve design of the complete equipment
to make it least defect prone requiring no
Maintenance.
- Incorporates all the techniques of Reliability
Improvement to make a No Maintenance design. 25
 STEPS TO IMPROVE MAINTENANCE Contd.
Reduce MTTR (Mean Time to Repair) By:

 Deploying Well Trained Persons.

 Providing Adequate Resources.

 Developing Ability to prepare a Prev. Mtc. Plan

 Developing Ability to prepare a Material Req. Plan.

 Improving Ability of detecting causes of Failures.

 Making designs that increase MTBF. 26

 STEPS TO IMPROVE MAINTENANCE Contd.
Introduce TPM (Total Productive Maintenance):

What is ????

A company-wide team-based effort to build quality into

equipment and to improve overall equipment
effectiveness.
Also called “ Medical Science of Machines”

Seeks to promote Concept of ‘ME & MY MACHINE’

TPM is a systematic approach to understanding the

equipment’s function, the equipment’s relationship to
product quality and the likely cause and frequency of
failure of the critical equipment components. 27
 WHAT IS MEANT BY TPM??
TOTAL:
- All the (Total) Employees are involved
- Seeks to eliminate all (Total) accidents, defects &
breakdowns

PRODUCTIVE:
- Actions are performed when production goes on
- Troubles for production are eliminated
MAINTENANCE:
- Keep in good condition
- Repair, Clean , Lubricate 28
 UNIQUE FEATURES OF TPM

 TPM combines the traditionally American practice

of Preventive Maintenance with Total Quality
Control and Total Employee Involvement

TO CREATE A CULTURE

 Operators develop ownership of their equipment,

and become full partners with Maintenance,
Engineering and Management to assure equipment
operates properly everyday.
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 SPECIAL BENEFITS OF TPM
Why TPM???
 To avoid wastage and maximise use of resources
in a quickly changing Economic Environment
 To Visibly transform the workplace from a
cluttered and unkempt area to a shining one.
 To address the need to produce goods quickly
without reducing product quality.

 To maintain competitiveness by reducing cost.

 To have efficient change-over with minimum losses

and be able to produce small quantity batches.

 To ensure defect free goods to customers. 30

PREVENTIVE MAINTENANCE IS CHEAPER??
The Actual Cost of B/Downs in Much Higher when all the
related losses are considered. Prev. Mtc. Reduces Losses.

TOTAL COST
TOTAL COST

COSTS
COSTS

Mtc.Commitments Mtc. Commitments

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CONVENTIONAL VIEW GROUND REALITY
 MAINTENANCE POLICIES
The selection of Maintenance Policy for an Organisation
usually depends upon:
- Nature of Operations
- Impact of a Breakdown
- Trade-offs between Break Down Cost & Preventive
Maintenance Cost.
These policies can be broadly grouped in four categories
and usually co-exist in a single organisation. These
Categories are:

 CORRECTIVE:
Continue working till a breakdown happens and then
remedy the situation by restoring the asset to its
working condition as soon as possible. 32
 MAINTENANCE POLICIES Contd.
 PREVENTIVE:
Believing that a regular maintenance attention will keep an
otherwise troublesome failure mode at bay.
 PREDICTIVE:
Rather than looking at the dates for preventive examine the
'vital signs' and infer what the equipment is trying to tell
us.
“Condition Monitoring” is the essence of predictive
maintenance policy.
 DETECTIVE:
Applies to those type of devices that only need to work
when required and do not tell us when they are not
functioning e.g. Smoke & Fire alarms.
Need periodic checks to ascertain they are still functioning.33
 TECHNIQUES TO DECIDE MTC. POLICIES
Two techniques have been most useful and effective
in deciding the Maintenance Policies of an
organisation. They are:
 Simulation:
Used extensively to determine the best alternative in a
trade-off situation. Can also help in predicting life of a
component or a system by subjecting it to actual
working conditions.
 Expert Systems:
Expert systems are those computer programs that
mimic human logic to assist in designing maintenance
programs, such as asking many questions that will
help in identifying and solving a problem. 34
 CASE STUDIES
CASE STUDY 1:

CAN
SHARMA ENGINEERING
CORPORATION (SEC)
OVERCOME THE CRISIS?
35
 CASE STUDIES
CASE STUDY 2:
THE DANA-FARBER CANCER INSTITUTE

Go through the case study and try to answer the

following questions:
1. What are the Work practices that are potential
Failure Modes in working of Dana – Faber Institute?
2. What are your suggestions about preventing
recurrence of Failures at Dana – Farber Cancer
Institute?
36
END OF THE ROAD

Learnings in a Nutshell.

QUESTIONS???

37
EXCELLENCE IS AN ENDLESS JOURNEY LIKE
WALKING TOWARDS THE HORIZON

NO MATTER HOW FAR YOU WALK

IT DOES NOT CHANGE
WHERE THE HORIZON IS 38