Maintenance and Replacement

1. Maintenance
 Equipment of whatever type, however complex or simple, however cheap or
expensive, is liable to breakdown.
 Thus is manufacture, supply transport and service systems, not only must procedures
exist for equipment maintenance, but also the inevitability of breakdowns and
disruption of operation must be considered during capacity planning and activity
scheduling.
 The effective parts of the system are machines, buildings, services.
 Thus maintenance keeps the production system operable by controlling the physical
deterioration of machines and the components.
 It is primarily concerned with plant, machinery and equipment.
 It usually involves in replacing worn-out parts, servicing equipment, building upkeep,
emergency repair, etc.
 If a plant is running without proper maintenance, it will costly, production delay,
excessive idle time, unsafe working conditions.
 Maintenance function may be centralized, decentralized, or a combination in given
organization (depending upon specific demand for maintenance service, travel time,
seriousness of downtime, and degree of specialization, etc.)
 Form the view point of maintenance planning, deterioration in machines and
equipment is measure in terms of unit production cost (goods producing) or reliability
(service producing).

2. Typical Maintenance Responsibilities in Organizations

Items Typical Responsibilities

1) Machinery/ Equipment  Installation, replacement and relayout.
1) General purpose (motors, pumps)
2) Special purpose (computers, electronics)
3) Shafts, bearings, belts, gears and parts.
2) Transportation in devices  Elevators, conveyors, trucks, hoists, and cranes.
3) Plant services  Power, light, gas water, steam, sewage, garbage,
heating, air-conditioning, and house keeping.
4) Building/structures  Roofs, windows, walls, floors, foundations, and
fences
5) Ground  Grass, parking lots, and land-scarping
6) Special services  Safety, fire prevention, machine shops, pollution
control, and security.
3. Objective of Maintenance
 The purpose of maintenance is to attempt to maximize the performance of production
equipment by ensuring that, such equipment performs regularly and efficiently, by
attempting to prevent breakdowns or failures, and by minimizing the production loss
resulting from breakdown of failures.
 Thus the objective of maintenance are:
1) To efficiently, effectively and quickly respond to the need for corrective action in
the event of equipment failure.
2) To preserve the value of the plant by maximizing wear and deterioration to
maximize the availability of the equipment for production.
3) To maximize the probability that the equipment is fully capable of performing its
intended services and minimizing unit capital costs of production in the long run.
4) Ensures the safety of operating personal and avoid undesirable social cost of
accident.

4. Steps Taken to Ensure the Objectives of Maintenance

1) Improvement of the quality of equipment and components through improved design
and/or ‘ tighter’ manufacturing standards.
2) Improvements in the design of equipment so as to facilitate the replacement of broken
items, to facilitate inspection and routine maintenance work.
3) Improvements in the layout of equipment to facilitate maintenance work, i,e.
providing space around or underneath equipment.
4) Provide excess capacity so that the failure of equipment does not affect the
performance of other equipment.
5) Establish a pair facility, so that through speed replacement of broken parts, equipment
downtime is reduced.
6) Undertake preventive maintenance, which, through regular inspection and/or
replacement of critical parts, reduces the occurrence of breakdowns.
 5. The Maintenance System
 The purpose of the maintenance system is to secure reliable performance from the
production system.
 Reliability is normally measured by the probability of satisfactory operation or a
certain length of time under specified conditions.
 The maintenance system is called upon either in a predictable manner for preventive
maintenance or at random times when failure is signaled by significant deviation from
accepted standards in the quality of output or the cost and/ or time to produce it.
 The maintenance system and its operation follows the usual format in terms of
decision variables, outputs and inputs, constraints, and measure the performance.

Maintenance
Inputs Outputs
Decision Making
Equipment Data Schedules
Decision Variable
Maintenance Data Report
Constraints

Inputs
Equipment Data Maintenance Data
1. Breakdown Distribution 1. Repair times
2. Costs 2. Previous maintenance times
3. States

Decision Making
Constraints Decision Variables
1. Crew size 1. What to maintain
2. Maintenance facilities 2. By whom? (internal/external)
3. Aggregate production plans 3. How?
4. Capital budget 4. Where? (Centralized/Decentralized

Outputs
Schedules Report
1. Preventive maintenance 1. Equipment status
2. Corrective maintenance 2. Projected inventory requirements
3. Projected maintenance capacity
requirements
6. Maintenance System Decision Variables
 The alternative available for the maintenance of a production system differ
considerably in the lead time for their implementation.
 Some may have to be considered in the phase of the system design (products,
processes, layout, capacity, etc.)
 Others, however, can be implemented in the short run, given the technology for
existing products and processes.
 A maintenance policy must address itself to the following questions:
1) What is to be maintained?
2) How is maintenance going to be performed?
3) Who performs the maintenance?
4) Where is the maintenance to be performed?

7. What is to be maintained?
 A production system usually consists of many components in the form of facilities,
process, and many machine systems.
 Since they are likely to differ in their pattern of deterioration and failure, the
maintenance policy selected for one or a group of similar components must take this
into account if it is to contribute effectively to achieving desired levels of overall
reliability.
 The problem of selecting what components to maintain is similar to that of deciding
the degree of control needed for an inventory system: that is determined using an
ABC analysis.
 Class A, or critical components are the parts of an operations system whose failure
burin’s production to standstill and results in a high cost due to breakdown repair and
lost production from downtime.
 Critical components require tight control and intensive maintenance efforts.
 Class B, or major components are important parts of the system which provide
smooth performance but when they fail, do not disrupt operations seriously forcing
production to stop.
 They require moderate control and maintenance support.
 Class or minor components are the supportive elements whose failure may contribute
to suboptical performance but do not disrupt operations in any obvious way.
 They require very limited or no formal maintenance policies.
8. How is maintenance is performed?
1) Inspection
 This is intended to determine the operating status of a component and may be visual
or require some tests for measurement with special equipment.
 If the outcome of the inspection is satisfactory, the component is allowed to continue
in operation until the next imprecation unless it breaks down earlier.
 After a component operate for a fixed period, it is overhauled and replaced.
 If the inspection ravels defective performance, the component is repaired or replaced.
 This alternative is widely employed for maintenance at all levels.
 The availability depends on whether the wear and tear is observable or not.
 Such items as cutting tools, bearings, cars, appliances, buildings, and other lend
themselves to measurement of the degree of deterioration that has occurred.

2) Corrective Maintenance or Repair

 It is used when a component breaks down and replacement is not advisable.
 The fining of repair work depends on how critical the component is, as indicated by
its priority rating, and whether or not there is a stand-by component that takes over a
avoid production shortage.

3) Preventive maintenance
 The more comprehensive approach relies or both inspection and repair according to a
predetermined flow of action.
 For certain items whose deterioration and failure pattern can be described with a
probability distributions, inspector may reveal an imminent breakdown.
 If the effect of a failure is very costly or disruptive and probability of this event is
high, it is advisable to act as soon as the results of the inspection are known.
 Possible action may range from minor or major repairs to replacing parts or even the
entire component and may be scheduled to be performed immediately or at a later
time all at once or sequentially.
 An important condition for using preventive maintenance is that the distribution of the
component’s failure-free ran time has a small variance.

9. Who performs the maintenance?

 Depending on the press technology used and the demand for maintenance service, the
maintenance function may be internal or external to the organization.
 The choice is often an economic one.
 For a production system with a single technology, the skills needed for maintenance
often justify the operation of an internal maintenance function.
 However for the complex technology of the process, requires maintenance skill
available most economically from the manufacturer.
 When the demand for maintenance is quite intensive or needed on very short notice it
may be necessary to provide this function internally despite the complex technology
of the process.
 10. Where is maintenance performed?
 For internal maintenance, we must decide whether it is centralized or decentralized.
 The answer depends on the level of demand for maintenance services, the desired
specialization of maintenance personal, the degree of urgency in responding to
breakdowns, the travel time to a central shop, the skill of equipment operators, etc.
 Physical centralization of maintenance facilities usually results in higher utilization
rates of maintenance personnel and equipment but slower response times and
increased production downtime. The opposite is true of decentralized facilities.

11. Maintenance System Outputs

1) The schedules for the execution of selected policies
 For inspection, to assess the status of equipment and facilities.
 For repair, when breakdowns occur, specifying priorities and expected requirements.
 For preventive maintenance when appropriate.
2) Reports prepared covering
 The status of equipment after inspection, repair, or preventive maintenance.
 Requirements for spare parts and decoupling inventory for planned maintenance jobs.
 Requirements for maintenance capacity in terms of skills and worker-hours needed.

12. Maintenance System Information Inputs

 Inputs are available data organized to specify both physical and economic
characteristics and is needed to determine the appropriate maintenance policies.
 Information inputs may portion to the history of components in terms of operation
time and repairs performed, to the cost for parts and labor and to the effects of
downtime or lost production and/or delays

System Characteristics
Physical Performance Economic Performance
1) Production & part 1) Function(s) performed 1) Purchase price
2) Equipment 2) Design features 2) Installation cost
3) Facilities 3) Age, Useful life 3) Cost of downtime
4) Operating conditions (opportunity cost per hour of
5) Previous breakdowns and lost production)
required service
6) Determination pattern
7) Breakdown
1) Maintenance 1) Statistical distribution 1) Cost of planned inspections,
2) Inspection & repair time breakdown repair
3) Preventive maintenance time 2) Labor, Parts, Others
4) Inspection and testing 3) Cost of idleness of
procedures to determine maintenance facilities
location and nature of
failures.
13. Constraints on Maintenance System
 Alternative consider for developing policy is restricted by several constraints.
 Alternatives requiring long lead times for their implantation (what, who, where) are
constrained by the design of the production system, which specifies process
technology and layout as well as the capacity. i.e. crew size, assigned for the
maintenance system.
 These factors also constrain the aspects of technologically feasible alternatives.

14. Short Term Maintenance Policy

 A internal maintenance friction many of the critical factors that determine the inherent
reliability of the operation system decided in the design phase.
 It is still possible however to take a number of steps in the short run that can keep the
process in good working conditions.
 They can be used in different combinations to formulate satisfy short-term
maintenance policies. They includes:
1) Training machines operations
2) Training maintenance crew workers
3) Making use of decoupling i.e., work in process and finished goods inventories to
allow limited operation during maintenance.
4) Providing adequate inventory of spare parts to reduces repair time.
5) Using overtime to make up for lost production due to repairs.
6) Using preventive maintenance to reduce the frequency of breakdowns.
7) Using group rather than individual replacement for low-valued items.

15. Breakdown Maintenance Policy

 Management may choose to operate a machine until it breakdowns after a run time.
 The maintenance crew the proceeds to fix the machine, taking an average repair time.
 After repair, the machine runs until the next breakdown and so on this is known as
breakdown maintenance.

16. Preventive Maintenance Policy

 It is to operate the machine for a certain period, and then inspect to assess its
operating status and replace of necessary any critical components for which a
breakdown in imminent
 The average time for performing the preventive maintenance is the mean value of a
preventive maintenance time distribution.
 The fixed time between successive inspections is called the preventive maintenance
period.
 The sum of the average time and the fixed time is the complete preventive
maintenance cycle.
 Occasionally, the machine may breakdown between the regular inspection, in which
case the maintenance crew will repair it with the same average repair time.
 Ti is known as preventive maintenance.
17. Economic Decision for a Cost Analysis
 Cost of breakdowns (cost of repairs equipment downtime, idle labor, loss of output,
schedule delays, and customer dissatisfaction)
 Frequency of breakdowns or failures.
 Cost of preventive maintenance to reduce or eliminate failures.
 Breakdown repair jobs are usually more costly than preventive repair jobs
 Preventive maintenance should only be used if it provides a net benefit over
breakdown maintenance.
 When immediate repair is not necessary and little harm is done by waiting,
breakdown maintenance is satisfactory.
 If the expected cost of breakdowns per period without preventive maintenance is
greater than the expected cost of breakdown with preventive maintenances, preventive
is the best policy.

18. Group Vs Individual Replacement for Low-Valued Items

 Individual replacement applies to a single item that is replaced when it fails.
 Group replacement applies to a number of identical low cost items that are
increasingly prone to failure as they age. (group replacement of street lights)
 When a single light burns out, little additional cost is incurred if all are replaced.
 The main issue is to decide whether there is an economic advantages in replacing a
whole group of similar components or replacing units individually as they fail.
 Several types of replacement policies are possible such as:
1) Replace only failed units as they fail.
2) Replace only failed units periodically.
3) Replace all units (both good and failed units) periodically.
4) Replace failed units as they fail and all units periodically.

19. Long Term Maintenance Policy

 The opportunity to develop a long-term maintenances policies arises mainly in the
design and redesign phases of an operations system.
 On these occasions, decisions about process and equipment selection, job design, and
plant layout set the general frame work for the types of policies.
 The focus of policies may be on one or a combination of the following:
1) Designing reliability into production components or their configuration to achieve
overall levels of reliability
2) Selecting processes and equipment that allows: easy maintenance and alternative uses
for increased versatility of operation.
3) Determining desirable excess capacity in the form of stand-by equipment for critical
operations in the system.
4) Determining optimum maintenance-crew size.
5) We shall consider in some detail the issues involved in improving system reliability,
in avoiding stand-by equipment for critical operations in the system and in
determining an optimum maintenance crew size.
20. Improving Reliability
 Reliability is a measure of a system’s ability to perform the necessary transformation
minimum cost.
 Performance is normally evaluated in terms of standards for equality, production rate
and the time and cost required per unit of output.
 When actual performance deviates significantly from these standards, the system
requires maintenance to restore its reliability to a satisfactory level.
 Reliability can be increased by improving the reliability of individual components, by
rearranging the configuration of components to allow for alternatives paths, or both.
 If we keep adding more components in series to a productive line, the overall
reliability drops rapidly even though the reliability of each component is high.

21. Determining Requirements in Stand-By Machine

 A prevision for activating a standby machine when an online machine fails is another
way to maintain service.
 This alternative does not take the place of routine maintenance: it serves as an
insurance policy for conditions that could seriously hurt production.
 A standby machine takes up space must be periodically checked and depreciates in
value whether it is used or not.
 But on the other hand, the availability of a substitute to keep a production line
functioning can cause a slowdown or a shutdown of a whole series of dependent
operations.

22. Optimum Size for Maintenance Crew

 For a fixed number of machines in a production system, the determination of the
optimum size of the maintenance crew is a waiting-line problem with a finite calling
population.
 For simplicity, we shall assume that maintenance relies only on breakdown.
 The optimum crew size is that for which the combined cost of machines waiting for
repair and the cost maintaining a given crew size is a minimum.