FINAL PROJECT-MBA

cfd
A
PROJECT REPORT ON
“Analysis and optimization of Maintenance Management
of Instruments at
M/s. Sunmax Auto Engineering Pvt. Ltd.”
UNDER SUPERVISION OF:
Mr. Yogesh Yadav
SUBMITTED BY
NAME : ABHINEET BHARDWAJ
ENROLLMENT NO : 0911000929
Submitted in partial fulfilment of the requirements for qualifying
MBA (OPERATION)

Analysis and optimization of Maintenance Management of
Instruments at M/s. Sunmax Auto Engineering Pvt. Ltd.
Under Supervision of : Mr. Yogesh Yadav
Submitted By:
Name : Abhineet Bhardwaj
Programme Code : MBA (OPERATION)
Enrollment No. : 0911000929
Name of the Study Centre : Gurgaon
Study Centre Code : Gurgaon-01

ACKNOWLEDGEMENT
With Candor and Pleasure I take opportunity to express my sincere thanks and
obligation to my esteemed guide Mr. Yogesh Yadav. It is because of his able
and mature guidance and co-operation without which it would not have been
possible for me to complete my project.
It is my pleasant duty to thank all the staff member of the computer center who
never hesitated me from time during the project.
Finally, I gratefully acknowledge the support, encouragement & patience of my
family, and as always, nothing in my life would be possible without God,
Thank You!!
ABHINEET BHARDWAJ

DECLARATION
I hereby declare that this project work titled “Analysis and optimization of
Maintenance Management of Instruments at M/s. Sunmax Auto
Engineering Pvt. Ltd.” is my original work and no part of it has been
submitted for any other degree purpose or published in any other from till date.
ABHINEET BHARDWAJ

TABLE OF CONTENT
S. No. TOPIC Page No.
1 Title of the Project
2 Introduction
3 Review of Literature
4 Objective of Study
5 Research Methodology
6 Data Findings and Analysis
7 Limitation
8 Conclusion
9 References
10 Questionnaire
TOPIC PAGE NO

CHAPTER – 2
INTRODUCTION
Maintenance Management is an orderly and systematic approach to planning, organizing,
monitoring and evaluating maintenance activities and their costs. A good maintenance
management system coupled with knowledgeable and capable maintenance staff can prevent
breakdown problems and environmental damage; yield longer asset life with fewer
breakdowns and result in lower operating costs and a higher quality of instruments.
Importance
Maintenance management is crucial to companies because proper maintenance makes
workers aware of the resources with which they have to work. When workers are aware of
the cost and nature of their maintenance resources, they are less likely to be wasteful with
those resources.
They also are more aware of how their resources and maintenance work impacts the
environment. A good maintenance management system makes work more efficient and
increases the quality of visitor experiences.
Maintenance is an important factor in quality assurance, which is another basis for the
successful competitive edge. Inconsistencies in equipments lead to variability in product
characteristics and result in defective parts that fail to meet the established specifications.
Beyond just preventing break downs, it is necessary to keep equipments operating within
specifications (i.e. process capability) that will produce high level of quality.
Good maintenance management is important for the company cost control. As companies go
in for automation to become more competitive, they increasingly rely on equipments to
produce a greater percentage of their output. It becomes more important that, equipments
operate reliably within specifications. The cost of idle time is higher as equipment becomes
more high-tech and expensive e.g. NC/CNC machines and robots.

Dependability of service is one of the performance measures by which a company can
distinguish itself from others. To establish a competitive edge and to provide good customer
service, companies must have reliable equipments that will respond to customer demands
when needed. Equipments must be kept in reliable condition without costly work stoppage
and down time due to repairs, if the company is to remain productive and competitive.
Many manufacturing organizations, particularly those with JIT (Just-In-Time) programs are
operating with inventories so low that, they offer no protection in the event of a lengthy
equipment failure. Beyond the cost of idle equipment, idle labor, and lost ales that can result
from a breakdown, there is a danger of permanently losing market shares to companies that
are more reliable. Maintenance function can help prevent such as occurrence.
Organizations like airlines and oil refineries have huge investments in the equipment.
Equipment failure will be disastrous for such companies. They need proper maintenance to
keep the equipment in good condition.
Interrelationship
Maintenance management is interrelated with other forms of management in a business. For
example, it is connected to financial management, since a maintenance management system
determines how maintenance resources, which have a cost, are allocated and used up.
Business owners and operators cannot develop or adjust their maintenance management
systems without also addressing other management systems within the company.
Requirements
To develop a proper maintenance management system, a company first has to evaluate its
current maintenance practices to determine what maintenance tasks and resources are used
and necessary. Ideally, the maintenance management system should be able to record
maintenance tasks and inventory/resources, provide feedback to the facilities operations
manager for analysis, and support the needs of the company and its customers. Computerized
maintenance management software programs often can meet these requirements and greatly
reduce the amount of work necessary compared to manual systems.

The word “Operation” is usually linked with “Maintenance”. To put these terms in context,
Operation is the performance of work or services and the provision of materials and energy to
ensure the day-to-day proper functioning of an asset, e.g., the work activities, associated
chemicals and electricity to run a water treatment plant. As such, it has a direct but simple
impact on the cost of operating an asset. Maintenance is the work performed on an asset such
as a road, building, utility or piece of equipment to preserve it in as near to its original
condition as is practical and to realize its normal life expectancy. This Technical Information
Document, as its name implies, concentrates on maintenance management systems only. In
general, maintenance can be classified into the following categories:
(a) Routine - ongoing maintenance activities such as cleaning instruments and regular
calibration checking, which are required because of continuing use of the facilities.
(b) Preventive - periodic adjustment, lubrication and inspection of mechanical or other
equipment to ensure continuing working condition; and
(c) Emergency - unexpected breakdowns of assets or equipment. These are unpredictable or
reactive type of maintenance and are more difficult to schedule than the above three
categories.
Objectives of Maintenance Management
The following are some of the objectives of maintenance management:
I. Minimizing the loss of productive time because of equipment failure (i.e. minimizing idle
time of equipment due to break down).
II. Minimizing the repair time and repair cost.
III. Minimizing the loss due to production stoppages.
IV. Efficient use of maintenance personnel and equipments.
V. Prolonging the life of capital assets by minimizing the rate of wear and tear.
VI. To keep all productive assets in good working conditions.
VII. To maximize efficiency and economy in production through optimum use of facilities.
VIII. To minimize accidents through regular inspection and repair of safety devices.
IX. To minimize the total maintenance cost which includes the cost of repair, cost of
preventive maintenance and inventory carrying costs, due to spare parts inventory.
X. To improve the quality of products and to improve productivity.

COMPANY PROFILE
Sunmax Auto Engineering Pvt Ltd. is a company involved in manufacturing of components
required to provide stability to world’s favorite two-wheeler company.
Established in year 2004 by a team of dynamic persons, the company focuses on providing
world class products with finest quality to Hero MotoCorp Ltd.
The range of products include sheet-metal components, tubular components, welded
components and transmission components. Which still remains as one of the core
competencies of the company.
Within the span of few years, we have developed sound infrastructure for Designing and
Manufacturing of complete range of Automotive Components.
VISION, MISSION AND VALUES
Our Vision:
Success Partners to our Customers.
Our Mission:
Leveraging latest technology and efficient processes to attain our goals and
delight our customers.

Our Values:
Customer Sovereignty: Our customer s are the reason for our
existence. We anticipate their needs and endeavour to meet and surpass their
expectations.
Passion for Excellence: We strive to attain individual and team
excellence through a spirit of continuous learning, lofty standards, new ideals
and a commitment to high levels of achievement.
Continuous Innovation: We aspire to seek and create a ‘new way.’
We will continuously reengineer our processes and mindsets and encourage
individual creativity and improvisation in all our actions.
Transparency and Integrity: We will nurture a culture of
spontaneity and mutual trust.
Impeccable ethics and morals will be the cornerstone of all our
interactions and relationships.
People Orientation: We will create an environment where every
committed and capable member of the organization is given ample rewards and
opportunities for growth. We will acknowledge each individual’s uniqueness
and his or her ability to contribute.

QUALTIY SYSTEM
“We are committed to meet customer's needs and expectations by delivering competitive
services and solutions through continuous improvement of our systems“
At Sunmax Auto quality is prime object and customer satisfaction beyond expectation is
desire.
Our quality assurance appears strongly at every stage of manufacturing.
Quality Objectives:
• Deliver services and solutions that meet customer requirements
• Continually enhance external and internal customer satisfaction
• Improve productivity and reduce rework
• Quality Milestones Like ISO/TS Certifications
• Tools like 5S, KAIZEN etc.

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

TYPES OF MAINTENANCE:
The word “Operation” is usually linked with “Maintenance”. To put these terms in context,
Operation is the performance of work or services and the provision of materials and energy to
ensure the day-to-day proper functioning of an asset, e.g., the work activities, associated
chemicals and electricity to run a water treatment plant. As such, it has a direct but simple
impact on the cost of operating an asset. Maintenance is the work performed on an asset such
as a road, building, utility or piece of equipment to preserve it in as near to its original
condition as is practical and to realize its normal life expectancy. This Technical Information
Document, as its name implies, concentrates on maintenance management systems only. In
general, maintenance can be classified into the following categories:
(a) Routine - ongoing maintenance activities such as cleaning washrooms, grading roads and
mowing lawns, which are required because of continuing use of the facilities;
(b) Preventive - periodic adjustment, lubrication and inspection of mechanical or other
equipment to ensure continuing working condition;
(c) Major projects such as floor replacement, re-roofing, or complete re-painting which are
performed once every few years; and
(d) Emergency - unexpected breakdowns of assets or equipment. These are unpredictable or
reactive type of maintenance and are more difficult to schedule than the above three
categories
MAINTENANCE STRATEGIES OR OPTIONS
A maintenance strategy or option means a scheme for maintenance, i.e. an elaborate and
systematic plan of maintenance action. Following are the maintenance strategies [1] that are
commonly applied in the plants.
• Breakdown Maintenance or Operate to Failure or Unplanned Maintenance
• Preventive or Scheduled Maintenance
• Predictive or Condition Based Maintenance
• Opportunity Maintenance
• Design out Maintenance

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

FUNTIONS OF A MAINTENANCE DEPARTMENT
Following are the major functions of a maintenance department [3-4]:
• Maintenance of installed equipment and facilities
• Installations of new equipment and facilities
• PM tasks – Inspection and lubrication of existing equipment
• CM tasks – monitoring of faults and failures using appropriate techniques
• Modifications of already installed equipment and facilities
• Management of inventory
• Supervision of manpower
• Keeping records
MAINTENANCE ORGANIZATION
It concerns in achieving an optimum balance between plant availability and maintenance
resource utilization. The two organization structures that are common are: Centralized and
Decentralized. A decentralized structure would probably experience a lower utilization than
centralized one but would be able to respond quickly to breakdowns and would achieve
higher plant availability. In practice, one may have a mix of these two. A maintenance
organization can be considered as being made up three necessary and interdependent
components.
1. Resources: men, spares and tools
2. Administration: a hierarchy of authority and responsibility for deciding what, when and
how work should be carried out.
3. Work Planning and Control System: a mechanism for planning and scheduling the work
and feeding back the information that is needed for correctly directing the maintenance effort
towards defined objective.
It may be mentioned that maintenance / production system is a continuously evolving
organism in which the maintenance organization will need continuous modifications in
response to changing requirements. Moreover, it is required to match the resources to
workload.

Maintenance activities – be it preventive or condition monitoring, involve use of resources-
men and materials including documents. This requires coordination amongst the involved
personnel so that these are timely undertaken. Work planning and control system under
maintenance management in the plant ensures this and provides planning and control of
activities associated with maintenance. This means application of general management
principles of planning, organizing, directing and controlling to the maintenance functions,
e.g. to the establishment of procedures for development of maintenance strategy and to
models for describing the flow of work through maintenance work planning department.
Control system controls the maintenance cost and plant condition.
ELEMENTS OF EFFECTIVE MAINTENANCE MANAGEMENT
An effective maintenance system includes the following elements [3-4]:
• Maintenance Policy
• Control of materials
• Preventive Maintenance
• Condition Monitoring
• Work Order
• Job planning
• Priority and backlog control
• Data recording system
• Performance measurement measures or indices
Maintenance performance for a plant or an organization can be assessed through analysis of
Reliability, Availability and Maintainability (RAM) plant data. Relevant parameters,
measures or indices for specific plants can be identified [5]. The performance over a period of
time will show if it is improving, going down or being sustained. This will also help in
knowing how well the objectives are being met. In addition, it will guide the areas which are
strong and which need to be strengthened. Use of computers and dedicated software will
certainly help in implementing this and the maintenance management system in general.
Computerized Maintenance Management System (CMMS) is also known as Enterprise Asset
Management and Computerized Maintenance Management Information System (CMMIS).

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

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

Fig 1.: Maintenance Management System Process.
ASSET
INVENTORY
TASKS,
FREQUENCIES &
TASK TIMES
WORK SCHEDULE
WORK ORDERSAssign
Personnel
MAINTENANCE
BUDGET
COSTS
SOURCES &
FUNDS
1. Labour rates
2. Equipment
rates
3. Material
cost
4. Contract
1. Funding
2. User fees
3. Other
sources

CHAPTER – 3
REVIEW OF LITERATURE
According to Mirka Kans in 2002:
Abstract: Maintenance management information technology (MMIT) systems have existed
some forty years. This paper investigates the advancement of these systems and compares the
development of MMIT with other corporate information technology (IT) systems by the
means of a literature study of 97 scientific papers within the topic of MMIT and additional
readings in books. The study reveals that the focus of MMIT has changed in several aspects
during the forty years that has been investigated; from technology to use; from maintenance
function to maintenance as an integrated part of the business; from supporting reactive
maintenance to proactive maintenance and from operative to strategic maintenance
considerations.
According to Amik Garg, S.G. Deshmukh in 2006:
Purpose – The purpose of this paper is to review the literature on maintenance management
and suggest possible gaps from the point of view of researchers and practitioners.
Design/methodology/approach – The paper systematically categorizes the published literature
and then analyzes and reviews it methodically.
Findings – The paper finds that important issues in maintenance management range from
various optimization models, maintenance techniques, scheduling, and information systems
etc. Within each category, gaps have been identified. A new shift in maintenance paradigm is
also highlighted.

Practical implications – Literature on classification of maintenance management has so far
been very limited. This paper reviews a large number of papers in this field and suggests a
classification in to various areas and sub areas. Subsequently, various emerging trends in the
field of maintenance management are identified to help researchers specifying gaps in the
literature and direct research efforts suitably.
Originality/value – The paper contains a comprehensive listing of publications on the field in
question and their classification according to various attributes. The paper will be useful to
researchers, maintenance professionals and others concerned with maintenance to understand
the importance of maintenance management.
According to L. M. Pintelon and L. F. Gelders in 22 May 2003:
Maintenance management of industrial equipment is an important but still relatively
neglected business function. This paper identifies and discusses the most important elements
of its decision making environment. As such the paper contributes to the structuring of the
maintenance management area and it provides a frame of reference for further research in
maintenance policy optimization. The paper starts with a brief description of maintenance
management in a business context. In the remainder of the paper three parts may be
distinguished. The first addresses the system design aspects of maintenance management in
the broader operations management environment, the second examines the most important
issues in maintenance decision making and the last part reviews the managerial tools
available for decision making in this area. An extensive list of references is provided.
According to Jayant V. Seraphs & P. George Benson in 8th JUN 2007:
Much has been written about how quality should be managed in an organization. The quality
literature contains many case studies of successful companies and descriptions of quality

concepts and quality improvement programs. To date, however, there has been no systematic
attempt to organize and synthesize the various prescriptions offered, nor have measures of
organizational quality management been proposed for areas such as top management
leadership, training, employee involvement, and supplier management. While many
organizations collect quality data such as defect rates, error rates, rework cost, and scrap cost;
these are not measures of organization-wide quality management.
This paper provides a synthesis of the quality literature by identifying eight critical factors
(areas) of quality management in a business unit. Operational measures of these factors are
developed using data collected from 162 general managers and quality managers of 89
divisions of 20 companies. The measures can be used individually or in concert to produce a
profile of organization-wide quality practices. The measures are found to be both valid and
reliable. Such measures could be used by decision makers in an organization to assess the
status of quality management in order to direct improvements in the quality area. Researchers
can use such measures to better understand quality management practice and to build theories
and models that relate the critical factors of quality management to the organization's quality
environment and quality performance.
According to Ewald Rametsteiner &Markku Simula in 2003:
Forest certification was introduced in the early 1990s to address concerns of deforestation
and forest degradation and to promote the maintenance of biological diversity, especially in
the tropics. Initially pushed by environmental groups, it quickly evolved as a potential
instrument to promote sustainable forest management (SFM). To date about 124 million ha or
3.2% of the world's forests have been certified by the different certification schemes created
over the last decade.
Forest certification shares the aim of promoting SFM with another tool, namely criteria and
indicators (C&I) for SFM. C&I sets are mainly developed for the national level to describe
and monitor status and trends in forests and forest management. They also provide an
essential reference basis for forest certification standards, which set performance targets to be

applied on a defined area. Progress in developing these two different tools has been
significant.
After 10 years of implementation, it is evident that the original intention to save tropical
biodiversity through certification has largely failed to date. Most of certified areas are in the
temperate and boreal zone, with Europe as the most important region. Only around ten per
cent is located in tropical countries.
The standards used for issuing certificates upon compliance are diverse, both between
certification schemes and within one and the same scheme when applied in different regions.
However, they are at least equal to legal requirements and often include elements that set
actually higher standards.
While the quality of actual audits of the standards is of varying quality, there are indications
that independent audits are an incentive for improving forest management. As a voluntary
marketbased tool, forest certification is depending on the ability to cover the costs incurred
and thus on often-elusive green consumer sentiment.
Regardless of many difficulties, forest certification has been very successful in raising
awareness and disseminating knowledge on a holistic SFM concept, embracing economic,
environmental and social issues, worldwide. It also provides a tool for a range of other
applications than assessment of sustainability, such as e.g. verifying carbon sinks
According to A. Raouf, Zulfiqar Ali & S.O. Duffuaa, in 1993:
Maintenance management consists of an aggregate effort to perform maintenance by
effectively utilizing manpower and material through the application of standard procedures. It
is a complex and multifaceted task. An ever-growing number of computerized maintenance
management information systems are available on the market to facilitate this task. In order
to install a computerized maintenance management system, a company has two options:
either to buy or to develop such a system. Briefly describes the major functions of
maintenance management and suggests an instrument to evaluate comparatively the available
computerized maintenance management systems.

According to Patrick Jonsson in 1997:
Presents a model of five linked maintenance management components (strategy, human
aspects, support mechanisms, tools/techniques and organization). Analyses the present status
of these components in Swedish manufacturing firms through a survey of 284 respondents.
Shows that fewer than half have written maintenance strategies or computerized maintenance
information systems and several give maintenance low status. The figures are lowest in small
firms and in the timber industry. Preventive maintenance at fixed intervals and corrective
maintenance are the most common maintenance techniques. However, condition monitoring
is common in large paper and chemical firms. Also indicates that Swedish firms have not
fully made maintenance a company-wide issue, and that centralized maintenance departments
dominate resources in large firms, but outsourcing has become important in small firms.
Many of these figures are considered not to be optimal, but the average firm should be able to
improve.
According to M. Shohet; M. Puterman; E. Gilboa in 2002:
Increasing demands are made on maintenance programmes to provide tools that will support
maintenance planning. Among of the most important parameters affecting the efficiency of
maintenance management are the precision and the reliability of the predicted service life
(PSL) of building components. The main objective of this study was to develop a
methodology for the establishment of databases listing deterioration patterns of building
components based upon their actual condition. The methodology consists of four steps: (1)
identification of failure patterns, (2) determination of the component performance (CP), (3)
determination of the life expectancy of deterioration path (LEDP) and (4) evaluation of the
predicted service life (PSL). The proposed methodology can be used for planning of

maintenance activities, for evaluation of economic implications caused by intensive decay
and for maintenance management.
According to A.R. Halea, & B.H.J. Heming in 12 June 1998:
A study was carried out of the management of safety in maintenance activities in the
chemical process industry in the Netherlands. A theoretical model of an ideal maintenance
management system incorporating safety was established and tested by peer review in five
companies in different industries with high safety risks and requirements and good
reputations for maintenance management. The model was used to carry out a secondary
analysis of available data on maintenance accidents. An audit checklist was derived from the
model and used to carry out in-depth assessment of the management systems of eight
companies with major hazard plants.
Finally, the model and audit were used to construct a questionnaire, which was sent to 82
major hazard companies, yielding a response of 47 usable replies. The data from these
sources is analysed to indicate how and where the maintenance management systems in this
industry can be improved. The main shortcomings are found in the support given to middle
levels of management in translating safety policy into an effective maintenance concept and
that into planning, procedures and resource management which give appropriate attention to
safety.
Recommendations are made about strengthening these areas with a strong maintenance
engineering function responsible for coordinating the incorporation of safety into design, into
the maintenance concept and planning and for the learning of lessons from incident and
breakdown analysis, a function which can also contribute positively to an economic operation
of the facility.
Some general recommendations are made about the regulatory implications of these
conclusions.
According to Lawrence Mann Jr. in 1998:

Performance indicators of operational maintenance can help maintenance staff improve its
operations, so that the direct and indirect costs of failure processes can be reduced. Many
papers have been written on performance indicators for operational maintenance. However,
no consensus on which indicators to use in a particular industry has been reached so far. The
authors take an industrial engineering approach to this problem by describing the information
system needed to be able to make any inferences on operational maintenance performance in
the process industry. The indicators suggested focus on finding the most costly equipment
from a maintenance perspective, the cost of the current maintenance concept and the major
components of maintenance costs. It is emphasized that standards and procedures need to be
developed and that adherence to them has to be ensured.
According to David Sherwin in 2000:
Reviews overall models for maintenance management from the viewpoint of one who
believes that improvements can be made by regarding maintenance as a “contributor to
profits” rather than “a necessary evil”. The reasons why maintenance is such a “Cinderella
function” are largely historical and can mostly be overcome by new information technology
(IT) and its falling cost.
Progress is now being held up by outdated notions of what is economically possible in data
acquisition and analysis, and failure to revise basic maintenance and reliability concepts,
some of which are now 30 years out-of-date. Integrated IT permits mathematical optimization
of supradepartmental management decisions, e.g. co-planning of production with
maintenance, overhaul/renewal of machinery and improvement of product
performance/quality. Life-cycle
profit (LCP) is a fair measure of overall effectiveness that emphasizes the value rather than
the cost of terotechnological activities.
According to D.N.P. Murthy, A. Atrens, J.A. Eccleston, 2002:

The approach to maintenance management has changed over the last one hundred years. Over
the last few years, the Reliability Engineering and Risk Management Group (RERMG) at the
University of Queensland have developed an approach called the strategic maintenance
management (SMM) approach. The paper outlines the approach and contrasts it with the
current approaches. It then discusses the industry-university partnership in the
implementation of this approach and the current activities at the University of Queensland to
assist industry in the implementation of the SMM approach.
According to Ashraf W. Labib in 1998:
This paper describes industrial research in which the implementation of a computerized
maintenance management system (CMMS) was used as an effective tool that supports
decision making with the objective of achieving world-class manufacturing status.
Breakdown trends and performance levels were analysed in a continuous improvement
environment. Critical performance measures were then identified and these became the
driving force for specific benchmarking metrics and improvement techniques which enabled
approaches to eliminate breakdown losses to be formulated. Data collected were analysed
using a multiple criteria decision making (MCDM) methodology and the MCDM technique
was implemented into the software in order to add value to the data. This gave increased
support to decision making and enabled appropriate maintenance strategies to be
implemented.
According to Dan M. Frangopol in 2007:
Cost-competent maintenance and management of civil infrastructure requires balanced
consideration of both the structure performance and the total cost accrued over the entire
lifecycle.

Most existing maintenance and management systems are developed on the basis of lifecycle
cost minimization only. The single maintenance and management solution thus obtained,
however, does not necessarily result in satisfactory long-term structure performance. Another
concern is that the structure performance is usually described by the visual inspection-based
structure condition states. The actual structure safety level, however, has not been explicitly
or adequately considered in determining maintenance management decisions. This paper
reviews the recent development of life-cycle maintenance and management planning for
deteriorating civil infrastructure with emphasis on bridges using optimization techniques and
considering simultaneously multiple and often competing criteria in terms of condition, safety
and life-cycle cost. This multiple-objective approach leads to a large pool of alternative
maintenance and management solutions that helps active decision-making by choosing a
compromise solution of preferably balancing structure performance and life-cycle cost.
According to C. Sheuta; L. J. Krajewski in 2002:
Proper management of maintenance offers many companies significant potential for
improving productivity and profitability. Traditional management thinking regards
maintenance costs as accidental, rather than planned and controllable. Additionally, research
in maintenance management has focused on preventive maintenance and has ignored
corrective maintenance even though the latter is also considered to be a critical activity in
industry. This study proposes a decision model that could assist in a comparative evaluation
of alternative corrective maintenance policies. This decision model consists of a simulation
model and economic analysis.
The simulation model predicts inventory costs and delivery performance of a corrective
maintenance policy in various production systems. Based on simulation results, an economic
analysis, consisting of a net present value model and breakeven models, determines the
economic value of alternative maintenance policies. A detailed example is offered to evaluate
two particular corrective maintenance policies (machine redundancy and worker flexibility)
although the decision model can be applied to other options. The results of the example
demonstrate the decision model's capability to assist managers in selecting the best corrective
maintenance policy.

According to Mahesh Pophaley, Ram Krishna Vyas IN 2010:
This paper endeavors to present a classification, review and analysis of the literature on Plant
Maintenance Management Practices (PMMP) employed in Automobile Industries. There is a
considerable amount of published research available concerning plant maintenance during the
last few decades. Similarly many research articles are available which focuses on various
aspects of automobile industries. However, very few studies focus on critical examination of
maintenance practices in Automobile Industries in particular. Hence considering the slump in
automobile industries in the recent times, a wide-ranging and focused review is attempted
here and only those researches have been examined which mainly concentrates on this core
aspect.
Thus one of the objectives of this literature review is to investigate the present state of Plant
Maintenance Management Practices, based on studies conducted in different countries and
published in a variety of journals over the past two decades. An examination of 55 pertinent
research studies have shown that the publications can be grouped in two categories namely
Conceptual and Empirical Research. An analysis of these research articles published between
1990 and 2008, revealed that current maintenance practices ranges from conventional to the
latest techniques for optimizing maintenance function like TPM, RCM and Proactive
Maintenance. These studies focused more on maintenance problem solving and the main
difficulties are reported along with probable solutions. Another goal of the paper is to analyse
the articles by year and type of journal they were published in, to determine the trends in
maintenance management studies and recommend future direction for research.
According to I.P.S. Ahuja, J.S. Khamba, in 2008:
Purpose – The purpose of this paper is to review the literature on Total Productive
Maintenance

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

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

CHAPTER – 5
RESERCH METHODOLOGY
Research will be more of Explorative research and is the moral fiber of the project. In order
to bring about the objectives of the Project, it will be important to eloquent the approach in
which it is to be conducted, i.e. the research practice was to be carried out in a certain
framework.
Purposes of the research are to rummage around for acquaintance. Also research defines a
systematic and organized search for applicable information on a particular topic.
Interviews with the managers and engineers involved in the maintenance work will be carried
out and the final conclusion will be drawn out of it. Secondly, a questionnaire is to be created
for Evaluating the objectives and trends out of it.
The data was composed to attain aforementioned objectives. This data was collected as:-
Primary Data:
Primary data will be collected directly from the M/s. Sunmax Auto Engineering Pvt. Ltd.
from the daily maintenance register and the inventory records used in the daily maintenance
in the instruments workshops.
Secondary Data:
It consists of information that previously subsists somewhat in papers. A manuscript is a very
important trustworthy and priceless basis of information. Many researchers make use of this
fundamental source. Manuscript is nothing of this imperative source; but printed evidence
that contains important information about a problem or characteristic of learning. It may be
purchased material, journals; company profiles company annual reports, and internal search
etc. The composed data will be processed critically examined and analysed.
Sample Size The sample size in total included survey and interviews at M/s. Sunmax Auto
Engineering Pvt. Ltd.

DATA COLLECTION METHOD
The data had been collected both by primary data collection methods as well as secondary
sources.
• PRIMARY DATA:-Most of information had been gathering through primary
sources.
The method used for collecting data was questionnaire and interviews.
• SECONDARY DATA:-Secondary data was making through web sites related to
Emotional Intelligence.
TOOL OF ANALYSIS:-
The statistical tools used for analysis of collected data are average, percentage and
comparisons.

CHAPTER – 6
DATA FINDINGS AND ANALYSIS
1. Do you think that instrument must be well maintained for safe office
work?
TABLE – 1
Criteria Frequency Percentage
Yes 20 80%
No 5 20%
0
2
4
6
8
10
12
14
16
18
frequency percentage
yes
no

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

2. Do you understand that equipment must be well maintained to produce
a quality product?
TABLE – 2
Yes 22 88%
No 3 12%
0
2
4
6
8
10
12
14
16
18
yes
no

FINDINGS:
It is evident from the above Findings that 88% of employees in M/s. Sunmax Auto
Engineering Pvt Ltd. agree that equipment must be well maintained to produce a quality
product and 12% employees does not agree with it in totality.
ANALYSIS:
It is analysed from the table that most of the employees are thinking that equipment must be
well maintained to produce a high quality product in the organization and for the company
reputation.

3. Do you think that instruments must be well maintained to get best
productivity in the organization?
TABLE – 3
Yes 23 92%
No 2 8%
0
2
4
6
8
10
12
14
16
18
yes
no

FINDINGS:
It is evident from the above table that 92% of employees in M/s. Sunmax Auto
Engineering Pvt Ltd.
Ltd. strongly agree that instruments must be well maintained to get best
productivity in any organization and an 8% employee are confused about the
statement.
ANALYSIS:
It is analysed from the table that most of the employees are thinking that
instruments must be well maintained to get best productivity in any organization
and to adhere to the production schedules.

4. Do you understand that instruments must be well maintained so
organization to get the lowest product cost?
TABLE – 4
Yes 19 76%
No 6 24%
0
2
4
6
8
10
12
14
16
18
yes
no

FINDINGS:
It is evident from the above table that 76% of employees in M/s. Sunmax Auto Engineering
Pvt. Ltd. understand that instruments must well maintained so the organization to get the
lowest product cost and 24% employee does not think like that.
ANALYSIS:
It is analysed from the table that instrument must be well maintenance so organization to get
lowest product cost and hence able to competes in the market with high Return on
Investments (ROI).

5. What do you think Maintenance corrective action is permanent fixes vs.
constantly fixing recurring problems?
TABLE – 5
Yes 18 72%
No 7 28%
0
2
4
6
8
10
12
14
16
18
yes
no

FINDINGS:
It is evident from the above table that 72% of employees in M/s. Sunmax Auto Engineering
Pvt Ltd.Ltd. think that Maintenance corrective action is permanent fixes vs. constantly fixing
recurring problems and 28% of employees do not think like that.
ANALYSIS:
It is analysed from the table that Maintenance corrective action is permanent fixes the
problems. But it is also best way to constantly fixing recurring problems of instrument in any
organization which will results in high outputs and ROI to the organization at large.

6. “Everyone values better maintenance as a way to improve business results” it
is a part of the plant’s mission and strategy. Do you agree with above
statement?
TABLE – 6
Yes 24 96%
No 1 4%
0
2
4
6
8
10
12
14
16
18
yes
no

FINDINGS:
Engineering Pvt Ltd. think that Everyone values better maintenance as a way to improve
business results” it is a part of the plant’s mission and strategy and
4% employees does not agree with above statement.
ANALYSIS:
It is analysed from the table that Maintenance is that way to improve business result
and developed our organization and will helps to improve the market stake of
the organization with the high returns on the investments.

7. Do you think that development systems covered from optimization of
Maintenances Management of Instruments in the organization?
TABLE – 7
Yes 16 64%
No 9 36%
0
2
4
6
8
10
12
14
16
18
yes
no

FINDINGS:
Engineering Pvt Ltd. thinks that development systems covered from
optimization of Maintenances
Management of Instruments in the organization and 36% employees does not
think like that.
ANALYSIS:
It is analysed from the table that development systems covered from
optimization of Maintenances Management of Instruments in the organization,
more than 60% employees agree with it.

8. Do you believe the benefits to your organization of contestable maintenance
of instruments?
TABLE – 8
Yes 22 88%
No 3 12%
0
2
4
6
8
10
12
14
16
18
yes
no

FINDINGS:
It is evident from the above table that 88% of employees in M/s Sunmax
Auto Engineering Pvt Ltd. believe that the benefit to our organization of
contestable maintenance of instruments and 12% employees does not believe on
that.
ANALYSIS:
It is analysed from the table that benefits to your organization of contestable
maintenance of instruments which will be results in the adherence to the
production schedules and high ROI.

9. How many days after you require maintaining the Instruments in M/s.
Sunmax Auto Engineering Pvt Ltd.
TABLE – 9
Weekly 2 8%
Daily 20 80%
Fortnightly 3 12%
Monthly 0 0%
8%
80%
12%
0%
Weekly
Daily
Fortnightly
Monthly

FINDINGS:
Engineering Pvt. Ltd. think that the required to maintain the Instruments daily,
12% employees think required to maintain the Instruments fortnightly, and 8%
think required to maintain the Instruments Weekly.
ANALYSIS:
It is analysed from the table that most of employees in M/s. Sunmax Auto
Engineering Pvt Ltd. thinks that Instruments requires daily maintenance to do
all the production jobs smoothly and to adhere to the normal schedules.

10. Do you update the Daily Log Maintenances book?
TABLE – 10
Yes 24 96%
No 1 4%
0
2
4
6
8
10
12
14
16
18
yes
no

FINDINGS:
Engineering Pvt Ltd. update the Daily Log Maintenances book and 4%
employees do not update the Daily Log Maintenances book.
ANALYSIS:
It is analysed from the table that most of employees in M/s. Sunmax Auto
Engineering Pvt Ltd. update the Daily Log Maintenances book.

11. Maintenance cost 2010-11 of M/s. Sunmax Auto Engineering Pvt Ltd.
Maintenance cost for the year 2010-11 which was incurred by the M/S Sunmax Auto
Engineering Pvt. Ltd is summarized as:
TABLE – 11
Maintenance Cost 2010-11
Month Cost
(Rs.)
April 100174.14
May 282397.99
June 148280.67
July 95822.54
August 260665.95
September 190301.21
October 230032.92
November 120817.12
December 76840.65
January 262415.78
February 312960.21
March 237739.40
0
50000
100000
150000
200000
250000
300000
350000
April
May
June
July
August
September
October
November
December
January
February
March
Maintenance Cost 2010-11 Cost (Rs.)
Maintenance Cost 2010-
11 Cost (Rs.)

12. Procedure for Instrumentation Maintntenace Process Flow of M/s. Sunmax Auto
CALIBRATION
No
Follow the
calibration Plan
Inform to production /
lab in 03 days advance
by tel for calibration
Fill up calibration
report / put
calibration sticker.
Do the calibration
as per procedure
Allot the work as
per competence
Hand over instrument &
copy of calibration report to
internal customer
If
calibration
is confirm
If calibration is not
confirm, then do not
use instrument for
any ref. Inform to
internal customer

13. Packing Machine Preventive Schedule of M/s. Sunmax Auto Engineering
Pvt Ltd.
S. No. Check Point Status Remarks
1 Calibration
2 Load cell setting if disturb
3 Weight set point
4 Controller cleaning and setting
5 Jali cleaning & cloth replace if
required
6 Solenoid Valve check
7 Black main nozzle rubber replace
if required
8 Red Rubber Big replace if
required
9 Red Rubber Small replace if
required
10 Bag Holder cylinder servicing and
setting
11 Scissor Cylinder servicing and
setting
12 Blower Air Line Cleaning &
Checking
13 Scissor Setting
14 Packing Hopper LVS Checking
15 Cone setting if required
16 Packing M/c. Cleaning
17 Bag trials Time/Bag Weight
Work Completion Time: Operator:
Work Done By:
[

14. Daily Work Log Book of M/s. Sunmax Auto Engineering Pvt Ltd.
Daily Work Log Book
Sr.
No.
Plant Work-Description Stoppage
Hours
Remarks

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

Step 7: If weight error is not coming under acceptance criteria of 0.1 %, then repeat the above
procedure to nullify the error. Note down reading of error adjusted.
Step 8 : Calibration is completed. Lock the calibration LOCK. Close the control panel.
Step 9: Fill up the calibration report in form. Calibration report to be signed by instrument
supervisor & HOD (Inst.). Put the calibration status sticker on instrument.
Step 10: Handover this packing machine to production department and & inform completion
of job.
Item: Temperature element –RTD, Type: 2 x Pt 100
Instrument range: 0-150 C, Calibration range: 0 -150 C
to internal customer for required planning / action for the calibration of specified instrument
Step 2: Remove the RTD from equipment and take to Instrument workshop for calibration.
Step 3: Switch ON the temperature bath for calibration of RTD. Put the RTD and Master
thermometer in temperature bath. Connect the RTD terminals with Master multi meter.
Switch ON the multi meter measuring ohms.
Set the various temp setting in temp bath starting from 25 C up to full range of RTD in
various steps looking range of RTD. Note down the temperature reading of master
thermometer and master multi meter reading in calibration format AV/IMFM/04,Rev.1.
Compare with standard ohms of RTD with ohms of master multi meter readings. See the
Chart of Resistance vs temperature as per DIN 43760.
Step 4: If calibration RTD readings coming under acceptance criteria of +/- 1 C then
calibration of RTD is okay. If readings are not coming under acceptance criteria then do not
use this RTD for any application. Mark the label of NOT USE on this RTD.
Step 5: If calibration of this RTD is okay then put the same in operation and inform to
production / quality department. If RTD is not okay then replace the RTD with new
calibrated one.
Step 6: Switch OFF the temperature bath and remove RTD / Master thermometer from bath.
Take care of high temperature. Switch OFF the multimeter.

Step 7: Write down the calibration report in form. Calibration report to be signed by
instrument supervisor & HOD (Inst.). Put the calibration status sticker on instrument.
Step 8 : Put the calibrated RTD in operation and inform to concerned department about
completion of job.
Item: Platform type weighing scale,
Tag Nos.: EB-3
Instrument range : 0-60 Kg
Calibration range: 0-60 Kg
to internal customer for required planning / action for the calibration of specified instrument
Step 2: Clean the platform-weighing pan. Switch ON the platform scale.
Step 3: ZERO CALIBRATION: Check that 0 Kg indication is coming on indicator after
cleaning the weighing pan. Also check that if load cell & weighing pan are loosed then tight
the load cell and weighing pan. If 0 Kg is not coming than note down the reading. Open the
indicator circuit and adjust ZERO by ZERO potentiometer. Now indicator should show 0 Kg.
If this is now zero then zero calibration is okay otherwise turn the zero potentiometer again.
Now if this is 0 Kg then ZERO calibration is completed. Note down the indicator reading in
calibration form no.
AV/IM/FM/03,Rev.2.
Step 4: Put the weights in various steps on weighing pan and note down the indicator
readings in calibration form.
Step 5: SPAN CALIBRATION: Put the standard 60 Kg weight on weighing pan. This should
show 60 Kg. If this does not show 60 Kg then adjust SPAN potentiometer to give indicator
reading 60 Kg. Note down the reading before adjustment of potentiometer. If indicator not
showing 60 Kg then again adjust span potentiometer until its shows 60 Kg. After coming 60
Kg close the circuit of indicator. Now SPAN calibration is completed. Switch OFF the
platform scale. Now remove weights from weighing pan in steps and note down indicator
corresponding reading in calibration form.

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

16. LIST OF EXTERNALLY ORIGINATED DOCUMENTS.
Sr. No. Rev./Issue
No.
Document No. Title Qty. Held With
1 00 AV/PD/IM/ED/001 Manual of air
Packer
1 HOD/
Supervisor
2 00 AV/PD/IM/ED/002 Manual of belt
weigher
1 HOD/
Supervisor
3 00 AV/PD/IM/ED/003 Manual of
telemechanique
1 HOD/
Supervisor
Eurotherm
1 HOD/
Supervisor
5 00 AV/PD/IM/ED/005 Manual of air
packer
weighing
controller
1 HOD/
Supervisor
Magnetic
flow meter
1 HOD/
Supervisor

CHAPTER – 7
LIMITATIONS OF THE STUDY
The findings of the study are based on the information provided and data provided at
Gurgaon only. Efforts will be made to make the study as accurate as possible, 100% accuracy
cannot be claimed because of the following reasons: -
• The sample size to study is Limited to the M/s. Sunmax Auto Engineering Pvt Ltd., IMT
Manesar.
• Sample to be drawn by Quota sampling, so the possibilities of sample error cannot be ruled
out. Some of the sampling and non-sampling errors may creep into the study.

CHAPTER – 8
CONCLUSION
The term ‘maintenance’ means to keep the equipment in operational condition or repair it to
its operational mode. Main objective of the maintenance is to have increased availability of
production systems, with increased safety and optimized cost. Maintenance management
involves managing the functions of maintenance. Maintaining equipment in the field has been
a challenging task since the beginning of industrial revolution. Since then, a significant of
progress has been made to maintain equipment effectively in the field. As the engineering
equipment becomes sophisticated and expensive to produce and maintain, maintenance
management has to face even more challenging situations to maintain effectively such
equipments in industrial environment.
A maintenance strategy or option means a scheme for maintenance, i.e. an elaborate and
systematic plan of maintenance action. Following are the maintenance strategies that are
commonly applied in the plants of Sunmax Auto.
• Breakdown Maintenance or Operate to Failure or Unplanned Maintenance
• Preventive or Scheduled Maintenance
• Predictive or Condition Based Maintenance
• Opportunity Maintenance
• Design out Maintenance
It concerns in achieving an optimum balance between plant availability and maintenance
resource utilization at Sunmax Auto.. The two organization structures that are common are:
Centralized and Decentralized. A decentralized structure would probably experience a lower
utilization than centralized one but would be able to respond quickly to breakdowns and
would achieve higher plant availability. In practice, one may have a mix of these two. A
maintenance, organization can be considered as being made up three necessary and
interdependent components.
1. Resources: men, spares and tools

2. Administration: a hierarchy of authority and responsibility for deciding what, when and
how work should be carried out.
3. Work Planning and Control System: a mechanism for planning and scheduling the work
and feeding back the information that is needed for correctly directing the maintenance effort
towards defined objective.
Following are the major functions of a maintenance department which is my finding out of
this research project:
• Maintenance of installed equipment and facilities
• Installations of new equipment and facilities
• PM tasks – Inspection and lubrication of existing equipment
• CM tasks – monitoring of faults and failures using appropriate techniques
• Modifications of already installed equipment and facilities
• Management of inventory
• Supervision of manpower
• Keeping records
An effective maintenance system includes the following elements :
• Maintenance Policy
• Control of materials
• Preventive Maintenance
• Condition Monitoring
• Work Order
• Job planning
• Priority and backlog control
• Data recording system
• Performance measurement measures or indices
Maintenance performance for a plant or an organization can be assessed through analysis of
Reliability, Availability and Maintainability (RAM) plant data. Relevant parameters,
measures or indices for specific plants can be identified. The performance over a period of
time will show if it is improving, going down or being sustained. This will also help in
knowing how well the objectives are being met. In addition, it will guide the areas which are
strong and which need to be strengthened. Use of computers and dedicated software will
certainly help in implementing this and the maintenance management system in general.

Finally, Maintenance is expected to play even much bigger role in years to follow, as
industries worldwide are going through an increasing and stiff competition and increased
automation of plants. The down time cost for such systems is expected to be very high. To
meet these challenges, maintenance has to use latest technology and management skills in all
spheres of activities to perform its effective role in profitability of the company.

CHAPTER – 9
REFERENCES
1. A review of overall models for maintenance management: David, (Lund University
Institute of Technology, Sweden
2. Maintenance Policy and Procedures - 2nd Edition by Ivan Gothmale
3. Maintenance Policy and Procedures - 2nd Edition by harn joshep
4. www.plant-maintenance.com/maintenance_articles_rcm.shtml
5. www.vicfirth.com/education/percussion101-concertKeybo
6. Kelly, Anthony, “Managing maintenance resources”, Butterworth-Heinemann, 2006.
7. Collacott, R.A., “Mechanical fault diagnosis”, Chapman and Hall, 1977.
8. Levitt Joel, “Handbook of maintenance management”, Industrial Press, 1997.
9. Wilson Alan, “Asset maintenance management”, Industrial Press, 2002.
10. Tery Wireman, “Developing performance indicators for maintenance”, Industrial Press,
2005.
11. Kelly, Anthony, “Managing maintenance resources”, Butterworth-Heinemann, 2006.
12. Collacott, R.A., “Mechanical fault diagnosis”, Chapman and Hall, 1977.
13. Levitt Joel, “Handbook of maintenance management”, Industrial Press, 1997.
14. Wilson Alan, “Asset maintenance management”, Industrial Press, 2002.
15. Tery Wireman, “Developing performance indicators for maintenance”, Industrial Press,
2005.

CHAPTER – 10
QUESTIONNAIRE
Dear Sir/ Madam,
I am ……………….. a student of MBA Final Year, as a part of my
curriculum; I am to take a research Project on “Analysis and optimization of
Maintenances Management of Instruments at M/s. Sunmax Auto
Engineering Pvt Ltd.” To enable to undertake above mentioned study, I
request you to give your fair views.
Your insights and perspective are important and valuable for my research.
Policy on Confidentiality: Please feel free to give your honest responses. The
confidentiality of the information provided by the respondent is completely
assured.
1. Do you think that instrument must be well maintained to be safe office work?
Yes / No
2. Do you understand that equipment must be well maintained to produce a
quality product?
Yes / No
3. Do you think that instruments must be well maintained to get best
productivity in the organization?
Yes / No

4. Do you understand that instruments must be well maintained so organization
to get the lowest product cost.
Yes No
5. What do you think Maintenance corrective action is permanent fixes vs.
constantly fixing recurring problems?
Yes / No
6. “Everyone values better maintenance as a way to improve business results” it
is a part of the plant’s mission and strategy. Do you agree with above
statement?
Yes / No
7. Do you think that development systems covered from optimization of
Maintenances Management of Instruments in the organization?
Yes / No
8. Do you believe the benefits to your organization of contestable maintenance
of instruments?
Yes / No
9. How after you require to maintain the Instruments in M/s. Sunmax Auto
Weekly / Daily / fortnightly / Monthly
10. Do you update the Daily Log Maintenances book?
Yes / No

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