2. WHAT IS IT?
Actions necessary for restoring a piece of equipment,
machine or system to the specified operable condition to achieve its
maximum useful life.
WHY DO WE DO?
Helps in maintaining the machine in the state of
maximum efficiency with economy.
OBJECTIVES:
To maximize the availability of plant, equipment for productive
purposes.
To reduce the cost of lost production due to breakdown
To extend the lifespan of plant, equipment by minimising their wear and
tear
To ensure safety through regular inspection and maintenance
3. HOW DO WE GOING TO ACHIEVE THE ABOVE
OBJECTIVES ??
Maintenance department is developed
Factors for determining the proper maintenance organization:
Maintenance workload and its pattern depends on type & conditions
of machines
Amount of emergency maintenance work
Locations of plants and machinery
Maintenance resources
Functions:
To develop maintenance policies, procedures and standards
To maintain a record of maintenance work
To schedule planned maintenance work in consultation with
concerned departments
Monitoring the failures so that causes of recurrent failures can be
identified and diagnosed
4. TYPES OF MAINTENANCE
• Repair is done after
the breakdown
Breakdown
maintenance
• Repair is done on the
basis of prediction or
periodical checking
Preventive
maintenance
5. Breakdown maintenance
• Due to unpredictable failure of components which cannot be prevented
• Due to gradual wear and tear of the parts
Preventive maintenance
• Aims to locate the sources of trouble and to remove them before the
breakdown occurs
• Based on the idea , “Prevention is better than cure”
Objectives
To ensure the safety of the workers
To keep the plant at the maximum production efficiency
To obtain max availability of the equipment by avoiding breakdowns
To keep the machine in proper condition so as to maintain the quality of
product
By minimising the wear and tear, preserve the value of the equipment
6. Elements of preventive maintenance
1) Inspection or check-ups
• External inspection to detect defects from abnormal sound, heat,
vibration when the machine is in operation
• Internal inspection means inspection of internal parts such as gears,
bearings, bushes during the period when the machine is under
preplanned shutdowns
For the purpose of inspection machines can be categorized as:
• Important machines
• Ordinary machines
2) Servicing: It includes cleaning, lubrication and check-ups
3) Planning and Scheduling: It is preplanned in detail on the basis of
the analysis done on the past records.
7. 4) Records and analysis: Operation manual, maintenance instruction
manual, history registers, inspection register, log books etc.
5) Training of Maintenance Personnel
6) Storage of Spare parts: Spare parts is stored so that loss of
production is avoided
MAINTENANCE PLANNING
• Maintenance management is basically a system for planning and
controlling the accomplishment.
• Since over-maintenance and under-maintenance both are
uneconomical, it is necessary to have optimum maintenance
• For establishing a maintenance plan for a plant or equipment,
procedure must be followed.
8. PROCEDURE FOR MAINTENANCE PLAN
• Determine critical units of plant and equipment.
• Classify the plant into constituent items.
• Determine the effective maintenance procedure for each item.
• Establish a plan for the identified maintenance work.
• Establish guidelines for items which fail randomly and without
warning.
• Establish a schedule for maintenance work.
9. MAINTENANCE PLANNING APPROACH
Maintenance planning is required to be carried out in following phases:
(A) Equipment Availability and Utilization study.
(B) Equipment data collection.
(C) Preparation of master preventive maintenance schedules
(D) Development of maintenance information system
EQUIPMENT AVAILABILITY AND UTILISATION
• An analysis of past data can provide information regarding
equipment performance.
• Equipment utilisation indicates the performance of production
department and gives capacity utilisation for a section/plant.
• Equipment availability indicates the performance/effectiveness of
maintenance.
10. • In mathematical form these can be expressed as
• (a) Capacity utilisation = Operation hours/Available hours *100
• (b) Equipment availability =Available hours-down time/Available
hours
EQUIPMENT DATA COLLECTION
• All the basic information about equipment such as capacity, type, H.
P and other main specifications, name of manufacturer are collected
and the history card of each equipment is opened.
• In addition to these basic information, maintenance work carried out
on these machines should also be recorded in these history sheets.
• In order to reduce the breakdowns and enhance its effective
performance, it is necessary to categorise each equipment as most
critical, critical, and less critical and give maximum attention to
preventive maintenance and regular checking to most critical
equipment.
11. PREPARATION OF PREVENTIVE MAINTENANCE
SCHEDULE
Master preventive maintenance schedule prevention includes following
activities:
(a) Preparation of preventive maintenance list.
(b) Preparation of maintenance instructions.
(c) After preparing the preventive maintenance list and preparing cards
for each machine, master schedules are prepared for all the similar
machines in such a way that workload is distributed uniformly in all the
weeks of the year.
DEVELOPMENT OF MAINTENANCE INFORMATION
SYSTEMS
• Maintenance information systems should be developed in such a
way that proper follow up, control, data collection and updating of
history sheets can be easily and regularly done.
12. MAINTENANCE OF RECORD
• In order to evaluate the performance from time to time, proper
record keeping is necessary.
• This helps in planning spare parts requirements, knowing the
behavioral pattern of the machine in particular type of work, to
know the expenditure incurred and the quality of maintenance,
performance of the machine.
REPLACEMENT OF EQUIPMENTS
The reason for replacement of equipment are:
• Deterioration
• Obsolescence
• Inadequacy
The equipment is replaced in order to reduce production cost, to reduce
fatigue, to raise quality, to increase output, to secure great convenience,
safety and reliability.
13. OBSOLESCENCE
• Whenever new equipment comes in the market which is capable of
producing more products of food quality with less labour and has
more efficiency, the existing machine is to be replaced with this
machine although it was functioning well.
• Generally, this necessitated because the products manufactured by
new machine will be cheaper.
DETERIORATION
• Machine has to be replaced when it wears out and does not function
properly. Such machine starts lowering the quality of the product,
decreasing the production and increase in labour and maintenance
costs.
INADEQUACY
• With the change of product design to meet the customer demand or
quantity to be manufactured, old machinery becomes inadequate and
therefore call for different manufacturing equipment.
14. EQUIPMENT REPLACEMENT POLICY
• Equipment replacement decision plays an important role in the
economic running of any concern.
• A firm has to face three types of replacement decisions
(a) The replacement of capital equipment, as it wears out.
(b) The capital equipment required for expansion.
(c) The replacement of old technology by the new.
Large number of factors are responsible to replace the equipment
before the expiry of the estimated life, namely:
(1)To reduce production cost
(2)To reduce fatigue
(3)To raise quality
(4)To increase output
(5)To secure great convenience, safety and reliability.
15. Guidelines for Replacement analysis
• For equipment's in Use
Do consider: operating cost, repairs and maintenance cost, down
time cost, salvage cost
Do not consider: original cost, money already spent on repairs,
unrealistic book value
• For new equipment
Do consider: Initial cost, labour savings, salvage value at end of
useful life
Do not consider: Overhead costs
16. COST CONTROLAND COST REDUCTION
• Cost control is the method of comparing actual costs with predetermined
standards or targets.
• Whereas the cost reduction is meant to take drastic actions, sometimes by
changing rigid boundaries laid down by the standards or targets.
• Cost control is therefore a continuous process while cost reduction
measures are adopted only with a well knit program.
COST CONTROL AND COST REDUCTION STEPS
• Inculcating an all round cost consciousness in the organization.
• While setting standards and norms scope of cost reduction is to be
explored.
• Decide priorities for attack to achieve quick results.
• Control on consumption as well as on block-up of capital is to be
exercised.
• Provide right climate to encourage creativity.
• Report ling and monitoring system should be strengthened.
17. COST SAVING AREAS: The cost of the production consists of
1) Material cost
2) Labour cost
3) Overhead cost
To reduce the cost it is necessary to bring down the expenditure of
these elements.
REDUCTION IN MATERIAL COSTS
• Ensure purchase of right quantities of right quality at right time frm
right source and right price.
• Avoid over stocking or inventory build-up.
• Planning material procurement in advance, scientifically and from
practical considerations.
• Decision regarding whether to purchase aggregate or to manufacture
• Avoid wastage of material.
18. REDUCTION IN LABOUR COST
• Judicious and rational distribution of workmen.
• Labour rate should be decided considering actual norms of output
• Suitable inspection and supervision methods should be introduced
• Decision for single shift, double shift, etc be taken considering
overall economy.
REDUCTION IN OVERHEADS
• Overhead expenditure should be maintained in a proper record and
compared with estimates or standards from time to time.
• To keep control on indirect labour.
• To have versatile machines with different accessories to have
optimum utilisation.
• Reduction in avoidable unproductive expenditure to the maximum.
• Construction of colonies, office etc be made by utilising the local
material for economy and location be decided after careful
considerations.
