Industrial Techniques in

Maintenance Management
Course Code MREGC5003 Course Name On-line Learning
Date Submitted Lecturer’s Name Gopinath Chattopadhyay
Industrial Engineering Techniques
Assignment Title

PLAGIARISM

Plagiarism is the presentation of the expressed thought or work of another person as though it is one's own without
properly acknowledging that person. You must not allow other students to copy your work and must take care to safeguard
against this happening.
Plagiarism is a serious offence. As set out in University Regulation 6.1.1., students who are caught plagiarising will, for a
first offence, be given a zero mark for that task. A second offence will result in a failing grade for the Course(s) involved
and any subsequent offence will be referred to the Student Discipline Committee.

Declaration

Except where appropriately acknowledged, this assignment is my own work, has been expressed in my own words and
has not previously been submitted for assessment. I have also retained a copy of this assessment piece for my own
records.

Signature: Date:

Feedback / Assessment:

LECTURER’S SIGNATURE: DATE:

Faculty of Science and Technology Faculty of Science and Technology

Federation University Australia Federation University Australia
Mt Helen Campus Gippsland Campus
PO Box 663, Ballarat VIC 3353 PO Box 3191, Gippsland Mail Centre VIC 3481

CRICOS Provider Number 00103D

MREGC5003 ASSIGNMENT 3 - NETWORKS, SCHEDULING AND ANALYSIS

Activity 3A

Shutdowns in major asset intensive organisation are planned in line with Project
Management techniques. The activities required for a small maintenance project
are given in the table, based on maintenance delivery plan.
Constraints are:

• No more than a total of 5 people are available.

• All the people are multi-skilled and inter-changeable

• Once one work is started, it needs to be finished the available people before they move to the next job

• If a job requires 3 people for 2 days then it needs three people and cannot be done with 2 people for 3
days.

• Overtime working is not allowed.

3.A.1 Complete the table and draw a network for the job. Show the critical path
and its length.
ACTIVITY PEOPLE DURATION EFT LFT FLOAT
REQUIRED (DAYS)

1-2 2 2 2 3 1

1-3 2 3 3 3 0

2-4 4 2 5 5 0

2-5 5 3 8 8 0

3-4 3 4 12 12 0

4-5 1 3 15 15 0

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 MREGC5003 ASSIGNMENT 3 - NETWORKS, SCHEDULING AND ANALYSIS

Network diagram is following:

Critical path is:

1​-2-4-5. Length = 2+2+3 = 7

3A.2 Show with a bar chart how you would allocate the labor to jobs.

Gantt chart

ACTIVITY PEOPLE DURATION EFT LFT FLOAT 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

REQUIRED (DAYS)

1-2 2 2 2 3 1

1-3 2 3 3 3 0

2-4 4 2 5 5 0

2-5 5 3 8 8 0

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 MREGC5003 ASSIGNMENT 3 - NETWORKS, SCHEDULING AND ANALYSIS

3-4 3 4 12 12 0

4-5 1 3 15 15 0

People required 4 4 2 5 5 5 4 4 3 3 3 3 1 1 1

People available 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5

Resource loading chart

Resources scheduled 4

0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Duration

3.A.3 The project proceeds well, BUT at the start of Day 7, one worker calls by
phone with a medical certificate for 2 days off (i.e. Day 7 and Day 8). Refine the
schedule to show how this affects the project duration. (Note: you cannot go back
in time! Reconfigure the plan from Day 7 onwards).

ANS​:The above arrangement is useful for this inevitability, in light of the fact that from day 7
onwards, a most extreme of 4 individuals is required. Along these lines, with one worker not
accessible out of the 5. The arrangement is as yet functional with 4 individuals with no change.

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MREGC5003 ASSIGNMENT 3 - NETWORKS, SCHEDULING AND ANALYSIS

Activity 3B

A plant improvement project in your workplace consists of 10 activities, and is to

be done by contractor. Your estimates of the durations (in weeks) for each of the
activities are shown in the table.

ACTIVITY OPTIMISTIC MOST PESSIMISTI ESTIMATED STANDARD

NO TIME (a) LIKEY (m) C TIME (b) TIME T = DEVIATION = (b-a)/6
(a+4m+b)/6
1-2 6 10 12 9.67 1
1-3 10 10 10 10 0 CRITICAL
PATH
1-4 3 5 9 5.33 1
2-6 1 7 13 7 2
3-5 2 2 2 2 0
3-6 5 4 11 5.33 1
3-7 4 7 10 7 1 CRITICAL
PATH
4-5 6 6 6 6 0
5-7 2 12 12 10.33 1.67
6-7 1 7 7 6 1

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MREGC5003 ASSIGNMENT 3 - NETWORKS, SCHEDULING AND ANALYSIS

STEPS
1. Draw the Network chart according to the given action number.
2. Say the assessed time for every movement.
3. Begin with hub (1) and register the time, to reach toward hub (7).
4. Presently move from in reverse from hub (7) to hub (1) and enter the time.
5. Join the way where the two qualities are equivalent. i.e. 10,10

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MREGC5003 ASSIGNMENT 3 - NETWORKS, SCHEDULING AND ANALYSIS

Critical path ​= 1 - 3 – 7

Project completion time ​= 10+7 = 17

3.B.3 What is the probability of the project taking more than 24 weeks?

ANS​: Probability of project duration.

Z0 = T s−T e
√Σ(σ)2

P (T > 24) = P (Z > Z0)

√Σ(σ)
2
= √02 + 12 =1

Z0 = 24-17 /1 = 7

● As should be obvious that Z0 = 7 is high.

● The Z0 = 7 for P (Z > 7) probability is very nearly 0 .
● Because the z value in the table is up to 3.8.

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MREGC5003 ASSIGNMENT 3 - NETWORKS, SCHEDULING AND ANALYSIS

3.B.4 If the job can be done in 17 weeks, will result in a bonus of $120 000. What is
the likelihood of this happening?

ANS​: Z​0 = ​ 17-17 / 1

=0

From the Z table

P (Z < Z​0​) = P (Z > 0) = 0.5

​So, the probability is 0.5

3.B.5 What completion time should be specified in the contract if you want to be
97% certain that it will be done in that time?

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MREGC5003 ASSIGNMENT 3 - NETWORKS, SCHEDULING AND ANALYSIS

3.B.6 Draw the network for this project in a time-scaled Activity-on Arrow format.

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MREGC5003 ASSIGNMENT 3 - NETWORKS, SCHEDULING AND ANALYSIS

Activity 3C

You are planning for an essential plant safety upgrade project using your own
people. In your planning, based on your experience, you have assembled the data
in the table below:

The only way that the outage can be shortened is by using additional resources
from contractors and crashing any or all activities where that is possible, but it can
be possible at the extra cost as shown in the table below.

3.C.1 Draw the network for this job.

Critical path is:

1-2-4-7-9. Length = 6+3+3+7 = 19

​ ength​ = 4+7+3+7 = 21
1​-3-4-7-9. L

3.C.2 Mark clearly the critical path. Find the total cost of both methods of
completing the work.

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MREGC5003 ASSIGNMENT 3 - NETWORKS, SCHEDULING AND ANALYSIS

PATH DURATION (DAYS)

1-2-5-6-9 19

1-2-4-7-9 19

1-2-4-8-9 18

1-3-4-7-9 21

1-3-4-8-9 20

Total cost without crashing = ​𝚺​ normal cost = $30,000

Total cost with fall crashing

= 9000 + 4000 + 1500 + 4000 +5000 + 3500 + 4000 + 9000 + 5000 + 4000 + 2000

= $51,000

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MREGC5003 ASSIGNMENT 3 - NETWORKS, SCHEDULING AND ANALYSIS

3.C.3 What is the optimum duration of the outage at minimum total cost when
overheads and other indirect costs of $2000 per day are included? Set out your
calculations using the table layout below, and show your results with an
optimisation chart from a spreadsheet.
Indirect cost per day = $2000

TABLE A
ACTIVITY NORMAL CRASHED COST NO. OF
SLOPE DAYS
TIME COST TIME COST CRASHED

1-2 6 6000 3 9000 1000 3

1-3 4 2000 3 4000 2000 1

2-4 3 1500 3 N/A N/A N/A

2-5 2 4000 2 N/A N/A N/A

3-4 7 2000 4 5000 1000 3

4-7 3 1500 1 3500 1000 2

4-8 5 3000 4 4000 1000 1

5-6 6 6000 3 9000 1000 3

6-9 5 2000 2 5000 1000 3

7-9 7 1000 5 4000 1500 2

8-9 4 1000 3 2000 1000 1

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MREGC5003 ASSIGNMENT 3 - NETWORKS, SCHEDULING AND ANALYSIS

NOTE: Cost slope =​ (Crashed cost- Normal cost) / (Normal time – Crashed time)

No. of days crashed = ​(Normal time – Crashed time)

Using the network diagram and Table A

PATHS NORMAL STEP 1 STEP 2 STEP 3
DURATION
CRASHING 3-4 BY CRASHING 3-4 BY 1 CRASHING 4-7 BY 1
2 DAYS DAY, DAY,

CRASHING 1-2 BY 1 CRASHING 1-2 BY 1

DAY DAY

1-2-5-6-9 19 19 18 17

1-2-4-7-9 19 19 18 17

1-2-4-8-9 18 18 17 16

1-3-4-7-9 21 19 18 17

1-3-4-8-9 20 18 17 17

STEP 1:
The critical path exercises must be smashed. The way 1-3-4-7-9 had a span of 21 days. Crashing it by
2 days would build the crash cost by 2*$1000 and decrease the aberrant expense by 2*$2000. In this
way, the aggregate sparing because of crashing 3-4 by 2 days is $2000.

STEP 2:
Presently we have 3 critical paths 1-2-5-6-9, 1-2-4-7-9, and 1-3-4-7-9. To lessen the venture time, the
exercises ought to be slammed in a path that there would not be any extra cost. Crashing 3-4 and 1-2
would decrease the venture time by 1 day. The Crashing expense and the backhanded cost was $2000
each, in this manner the net sparing is zero in spite of the fact that the undertaking span was decreased.

STEP 3:
Here additionally, the task term was lessened yet there are no net investment funds.
Additionally Crashing isn't favored since it will expand the cost of the undertaking.

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