Module IV

1. System operations and documentation

2. Documenting maintenance operations, Record keeping,
3. Data collection and analysis, Failure statistics,
4. Planning and scheduling plant shutdowns,
5. Depreciation and Machine Life, Replacement policies,
6. Spares and types of spares, spares planning.

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CONDIFICATION, CATALOGING AND SYSTEM APPROACH
The proper operation of an industry or production facility requires appropriate maintenance
management process, in addition to many others. The Holistic Approach to maintenance clearly
identifies key maintenance and reliability activities, explains their interactions and how they can
be integrated into the whole management process. It enables optimization of the whole
maintenance process rather than focusing on individual elements or jobs. A good maintenance
management process can be considered as having six phases, as illustrated below-

For proper identification and communication of all these six phases, a 'System Approach' to
maintenance is developed which include proper cataloguing, codification and computerization of
all the actions /activities, assets and materials related to maintenance of all the departments and
work areas and integrating them into one system. The system approach provides an enterprise
database that enables to capture and analyze data about current and historical maintenance work.
It also helps keep track of the cost of maintaining any piece of equipment, work orders and labor
time, and key performance indicators (KPIs) and benchmarks throughout the maintenance
operation.

DEFINITION

The system approach for maintenance starts with codification, classification and cataloguing.
They are key value added and waste reduction functions of any activity or logistics in
maintenance. Of these three key functions, the primary one is codification.

Codification- Though the term 'Codification' basically means the act or process of reducing to
set laws and codes, it may mean slightly differently in different scenarios, such as the act or
process of codifying (setting of written rules or principles or laws) for arranging in a systematic

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order (esp. in industrial or material scenario); act, process, or result of stating the rules and
principles applicable in a given logical order to one or more broad areas of life in this form of a
code (esp. for medical scenario); the process of collecting and restating the law of a jurisdiction
in certain areas, usually by subject, forming a legal code (esp. in legal scenario); the process of
standardizing and developing a norm for a language (linguistics scenario) etc.

Codification may be considered, in some extent, as classification or categorization, assigning

codes (alpha-numeric, numeric or otherwise) for each categorized item or professes or procedure
for quicker identification in computerized or other documents. Codification manages information
that is complex or could be ambiguous or misinterpreted, enabling its efficient, effective and
timely use in business decisions. Information is streamlined through the consistent use of
methodical and ordered principles and rules. Incorrect codification or no codification can
significantly add to waste in terms of time, maintenance efforts, quality and money.

Cataloguing- It is a process of making a list or itemized display, as of titles, course offerings, or

articles for exhibition or sale, usually including descriptive information or illustrations.
Catalogues is a list or booklet or record of all the goods or processes or procedures. It is a
complete enumeration of items arranged systematically with descriptive details. Catalogue
slightly different than Manual, which is, normally, a book which gives you practical instructions
on how to do something or how to use or work with something, such as a machine.

CODIFICATION AND CATALOGUING

Extracting from above mentioned definition, codification is a time-tested standardization
technique to keep a regular and up-to-date control of drawings, equipments, materials, parts,
components and subassemblies etc. It means describing all such items by set of numbers so that
any particular item can easily be identified and located. This is very important in a big
organization, which has a large variety of machines, equipments, components, subassemblies
parts/spares etc. and often spread over at various divisions and locations. In such cases,
describing the items by its descriptive (vernacular) name would be very difficult, confusing and
misleading

As an example, the same item may be called M-12 bolts at one place, may be called 12 mm
Metric threaded bolt at another place and adjusting screw of carburetor at yet another place. It

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would be difficult for a normal man to understand that the items at all the three places are same,
but computers will always that the three as three different items. For a very small organization,
using manual records, such descriptive nomenclature may work to some extent, but for bigger
organization, it is impossible.

As such, use of numerical identification (or alpha-numerical at some places), i.e. codification, is
pre-requisite and absolutely essential for any industry of today.

Advantages of Codification- Following are some of the advantages of codification-

(i) One item has only one description and there is no chance of confusion or mistake,
(ii) The items can be described fully in much less space,
(iii) Searching and retrieval of any item (either manually from the list/ statement or from
computer printouts or on computer screen) becomes much easier and quicker,
(iv) Each part code will give the part number and the part address/ location all the time.
(v) Flexibility of using spares from one division to another division of same industry and
thus reduces chances of downtime as well as less inventory cost,
(vi) Codification is helpful for communization (standardization) of spares, variety
reduction and import substitution etc.
(vii) Reduces the overall maintenance cost because of above mentioned advantages and
otherwise; Etc.

Cares for Codification-Following cares (or prerequisites) to be taken while developing or using
codification
 All concerned person of the industry should be made aware of the codes and codification
system and there should be one system for all,
 For standard bought-out items/ components, confirming to national, international or
reputed manufacturer's own codes and catalogues, a fresh code number, confirming to.
user industry's own existing centralized system may be given but some suitable
characters/ digits should be introduced and a cross-linking has to be documented.

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Such codification is not only used for maintenance but also by Materials Department, Finance
Department, Project Department and others of that industry. For maintenance functions,
following categories of codifications are used extensively-

 Drawing Codification,
 Equipment Codification,
 Parts/ spares Codification,
 Maintenance Jobs and Maintenance Defects Codification

Drawing Codification

Codification of drawing is linked up with material (equipments, subassemblies, spare and parts
etc.) catalogue/ codification. In a new plant/ industry, initial drawing cataloguing is done on the
basis of supplier's part and drawing catalogues. But subsequently, with the start of plant's own
codification of equipments and parts/ spares, the drawing codification may have to be adjusted/
modified suitably. However, ideally, the drawing codification is to be done first and equipment
and part codification and cataloguing should follow.

An example of ten (10) digit codification of drawings (usually followed in some plants of SAIL,
India) is illustrated herewith-

Drawing codification.

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In the above figure, (a) to (j) are ten digits. The first digit, (a), indicates the discipline (say 1 for
operation items, 3 for mechanical items, 4 for electrical items etc.). The 2nd digit, (b). indicates
the shop number (say 0 for Steel Melting Shop, 1 for Blooming Mill, 2 for Sheet Mill. etc.),
assuming maximum 10 shops/ departments in that industry. Digits (c) and (d), taken together,
shows the equipment numbers in that shop, assuming maximum 99 (01 to 99) equipments in that
shop/department. Digits (e) and (f), taken together, shows the assemblies and subassemblies of
any equipment, assuming that there can be maximum 99 assemblies/ subassemblies of ant
equipment that Digits (g) and (h), taken together, indicates the part numbers of any assembly/
subassembly of any equipments, again assuming a maximum of 99 parts of any assembly/
subassembly. For common items, which a used or located in many shops/ departments, the first
two digits, (a) and (b) are taken together to describe the type of item (say 52 for EOT cranes, 63
for Lathe machines, 74 for Forklift trucks etc).

By adding last two digits, (i) and (j), the total 10 digits are converted to drawing codes. The digit
(i) indicates the number of drawing for that part and digit (j) indicates revision number of that
drawing (say 0 indicates initial (unrevised) drawing, 1 indicates the first revision, 2 the second
revision etc)

Generally operational, mechanical and electrical items (including common items) are covered
with this logic of codification. However, occasionally, for electrical circuit diagrams, sligh

different codification is used, as shown in Figure, for following reasons-

a. For shops alphabets (A to Z) are used in place of digits (0 to 9), as whole electrical power
and circuit systems can be divided in many areas/ sections, which cannot be covered by
ten digits (0 to 9),
b. One main drawing may have more than 99 sheets and, so, three digits are used,
c. For last place at revisions, again alphabets (A - Z) are used, which permits more than 10
revisions in the long run.

Similar logic and codification can be done for drawings of central utilities, like, plant's water
supply, gas supply, fuel oil supply etc.

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 2nd Codification for drawings,

HISTORY CARDS/ SHEETS

After codification/ cataloguing, next important thing is preparation of 'history cards/ sheets/
records' of each system, equipments and major assemblies. This gives few essential information
about acquisitions of asset/ material, which are permanent records and few essential information
about maintenance and upkeep of the asset/ materials, which may have to be updated
periodically/ regularly. These can be in the form of manual records like cards, sheets etc. or in
computers or even

Figure shows one typical 'History Sheet' from one of the steel plants of SAIL. In this, the top is
the permanent records and the bottom two portions are to be updated regularly. Such history
cards are very essential and useful for maintenance. Few of the use are-

a) It keeps permanent records of the machine/ system and also of the major jobs done and
constrained etc,
b) It provides ready guide and reference for planning repair jobs, shutdowns, tank cleaning,
oil changing and other jobs,
c) It serves as a guide for spares planning and inventory control,

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 d) It monitors the consumption control of consumables like lubes and oils; Etc.

History Card/Sheet

Sample History card for an Oil System

INSTRUCTION MANUALS
Instruction manuals or user's guide are commonly used by everyone for a variety of household
items and other such items. Similarly, in industries, instruction manual is essential technical
documents/literature, which has to be supplied along with or at the time of equipment/ system, be
it small or big. In industries, many copies of instructional manuals are supplied just before the
receipt of equipments/systems (or along with equipment for smaller items installation etc.).
When newly developed equipment/ system is to be supplied, it is common practice so that the
same can be used right from the time of receipt (including de-packing, storing to provide

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'Provisional Manual' along with or at the time of receipt and 'Final manuals' (with required
modification/ additions done at site during commissioning) are supplied after many drawings,
blown-up views, work cards, wall diagrams, video cassettes, micro-films, Power commissioning.
The instruction manual may not be only in the form of a book, but may include point or any
combinations of these, occasionally both, as printout and electronically. These manuals must
provide a permanent record of clear technical information, needed to understand, operate,
maintain, dismantle, re-erection, along with any special precautions to be taken etc. For smaller
equipments, instruction manual and operating manual may be clubbed together, but for bigger
equipments, those are separate, may be in many volumes.

Information Required from Manual

The information needed from such manuals may be of following types-

i. What is the equipment/system/plant and what is it for?

ii. What does it consist of?
iii. How to use it?
iv. How does it work?
v. How do we handle it? How to unpack, install and commission it?
vi. How to maintain it?
vii. What cares, precautions and safety measures are to be taken?
viii. Details of improvements/ changes from specifications,
ix. Who is the supplier, supplier's subcontractors and their credibility; Etc.

Sections of Instruction Manual

Based on the above-mentioned requirements, the manuals are, generally, divided int following
sections-

(i) Technical data (Specification)- This includes-

a) Supply requirements, performance data (capacity, size, quantity and rate of output
delivery, volume, pressure, speed etc), dimensions, weight and other essential details
about specification,

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 b) Environmental factors, special safety and hazard warnings and precautions in connection
with the use and handling of that equipment,
c) List of data (reports, drawings, manuals/ leaflets of subcontractor's supply of bought-out
items,

(ii) Scope of Supply- Items supplied by supplier/ manufacturer and items/ facilities needed for
user/purchaser.

(iii) Operating Information- This includes-

a) Description of operating modes,
b) pre-operation and post-operation jobs/ cares,
c) Operating procedures (normal and emergency), with safety instructions. This also
includes pre-operation and post-operation jobs/cares
d) Operation's fault diagnosis and also necessary minor repairs, adjustments etc.
e) Procedures for monitoring and reporting defects/faults/failures etc.

(iv) Technical Descriptions- This includes

a) Full technical details of equipments/ systems,

b) Full technical descriptions of parts/components/sub-assemblies of equipments/ systems.
c) Full technical description of supporting equipments/ instruments and facilities (power and
drive sources, test gears/rigs, preparatory facilities, like roll changing rigs and installed
condition monitoring equipments etc).

All the above-mentioned details/ descriptions are supported with necessary drawings, blown-up

views etc.

(v) Handling Instructions- This includes information about-

a) Handling, transportation and unpacking, including removal of holding bolts/ fixtures,

b) Erection, installation and connection details,
c) Testing, commissioning and certifying (acceptance) procedures,
d) Relocation, storage or disposal instructions, as applicable,

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(vi) Maintenance Instructions- This includes-

a) Various performance checklists and fault diagnosis instructions (daily, weekly, monthly
and quarterly etc.),
b) Procedure about minor repair jobs, adjustments and calibration etc.
c) Procedures about repairing and overhauling (dismantling, repairing and changing parts,
reassembling) and testing etc. This also informs about need of any special tools/fixtures
for dismantling/ assembling.

(vii) Maintenance Schedules- This includes

a) Periodical oiling and lubrication schedules,

b) Preventive maintenance schedules and procedures,
c) Calibration, overhaul and repair schedule,

(viii) Spare Part Identification and Requirements- For smaller equipments, spare parts are
mentioned in the same manual, but for the bigger equipments, separate spares part catalogue/
lists are supplied. It generally includes-

a) List of commissioning spares and essential spares for running for 2-3 years,
b) Equipment identification drawings,
c) Total spares part lists with manufacture's/ supplier's catalogue and drawing numbers;
occasionally there are two lists-one for fast wear-out parts and another for rest of the
spares.
d) Illustrated list of specialized tools, rigs and fixtures etc.

Operating Manuals

Normally for smaller or medium equipments instruction manuals also contains necessary
operating details and information, but for bigger and sophisticated equipments, a separate
operating manual is also supplied, along with instruction manual. Such operating manuals give
more details about operating practices, procedures and parameters about the equipments and
systems. Operating manual emphasizes the following details:

a) Procedure about initial starting and running of the equipment/ system,

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 b) Jobs and cares during regular running of the equipment/ system.
c) Procedure for shut-off of the system/equipment for temporary outage, including blanking
etc of the furnaces/ stoves to preserve heat and for restarting after temporary/ short-term
outrage
d) Procedure for shut-off of equipment/system for long period (longer outage) and for
restarting after longer outage. Boilers, Steel Making Furnaces, Coke Ovens etc. are some
of the examples for this and previous point.
e) Details about operating tools, tackles, jigs, guides, dies, rolls, cutters etc,
f) Regular safety measures, like blow-downs in boilers,
g) Jobs, cares, tests etc relating to quality outputs; Etc.

Frequent reference of instruction manuals and, to some extent, operating manuals is very
essential for maintenance personnel. Instruction manuals help in planning and scheduling of
various maintenance, repair, overhauling jobs, for erection and commissioning etc., for spares
planning and control, for fault/ failure diagnosis and other related jobs.

For smaller items and household items, such manuals are often called as Owner's Manual.

Maintenance Manual

For medium or bigger equipments/ systems, often separate maintenance manuals are also
provided by the suppliers/ manufacturers, which gives detailed information and instructions for
repairs, dismantling, re-assembling, blown-up views of parts, spares and components, for fault
diagnosis and for troubleshooting etc.

Basing instruction manual, operating manual, maintenance manual and on the experience of
maintenance personnel and others, standard maintenance practice and departmental maintenance
manuals are prepared by the department.

STANDARD MAINTENANCE PRACTICE (SMP) AND WORK INSTRUCTION

SMP can also be called as 'Standard Operating Practice (SOP) for Maintenance Personnel. SMP
is also called Essential Maintenance Practice (EMP) by some experts. However, EMP is used
more in relation to health aspects. Whatever we may call these, these are prepared by user plant
and department, based on available information as mentioned in previous section, for smooth.

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trouble-free and safe maintenance of equipments/ systems/ plant and for trouble-free operation
and maintenance of central maintenance services and captive shops and, thus, ensure better
equipment availability and reliability and also to ensure production of required quantity and
quality.

In maintenance organization, both, SMP and SOP may exist. SMP for maintaining the
equipments and facilities and SOP for operating maintenance facilities and captive shops
(boilers, compressor house, fuel oil supply, fuel gas and other gasses storage and distribution,
Central Machine and Repair shops etc.). Each set of SMP tells its purpose, scope, reference.
responsibilities, details of working procedures and safe working practices etc. and these are for
circulation to and use by concerned departmental head, area in-charges, section and crew in-
charges, supervisors and others. Some SMPS may be specific to a particular equipment or a
group of similar equipments and some SMPS may be of general nature.

Few SMPS of general nature may be following types-

a) Lubrication procedure,
b) Equipment inspection procedure,
c) Breakdown maintenance procedure,
d) Planned repair and maintenance procedure,
e) Procedure for taking shutdown on equipments and safety measures, before taking up
maintenance; also handing over procedure after completion of repairs/ jobs.
f) Toxic waste and other waste disposal procedure,
g) Procedure for testing and calibration of condition monitoring gadgets,
h) Procedure for outsourcing in maintenance department; Etc.

Again, in maintenance organization, there are different 'Work Instructions' to carry-out specific
jobs. These are generally for individuals or smaller groups and are prepared and approved for
maintenance services, facilities and captive shops, where the job is of specific and repetitive
nature and where the operation and maintenance are done by the same department/ section. It is
difficult to make 'work instructions, for breakdown maintenance or planned maintenance etc.,
which are covered by respective SMPS. Again, work instruction is different from job description
as each work instruction tells its purpose, scope, reference, responsibilities, details of procedures

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and details of calculations etc. Few typical work instructions, commonly used in some plants/
industries are of following types-

 Refilling of LPG storage tanks,

 LPG distribution,
 Rich coke-oven gas analysis,
 Waste gas analysis
 Calibration of inside and outside micrometer; Etc.

DEPARTMENTAL MAINTENANCE MANUAL

Departmental maintenance manuals are detailed instructions of repairing, maintaining and

overhauling etc. of specific equipments. Some of the information about maintenance, upkeep,
dismantling, erection and commissioning are given in the 'Instruction manual' and occasionally
separate 'maintenance manual' supplied by different equipment supplier/ manufacturers.
Departmental maintenance manual encompasses and modifies (if necessary) those and gives a
comprehensive and detailed information, with necessary drawings, about minor and major
repairs, overhauling and condition monitoring of equipments, both for bought-out items (e.g.
pumps. compressors, electrical motors, switch gears etc.) or specially manufactured items.
Separate maintenance manuals are made for each such item. "Workshop Manual' is another name
for such maintenance manuals. These manuals are, generally, set of information and instructions,
with the help of which each such equipment/ component can be repaired, serviced and
overhauled completely. For many smaller bought-out items, the suppliers 'maintenance manuals'
are adopted as departmental Maintenance manuals'.

DEPARTMENTAL MANUAL

Generally it is a permanent policy documents approved by competent authority, and it include

organization descriptions; delegations of authority; and policies, procedures, and standards for
Departmental manual for maintenance organization is a document (normally separate for
administrative, legislative, informational and other programme/ activities of the department is
delineate the organization structure of that department in the plant/ industry and to define the
mechanical, electrical, civil and instrumentation maintenance/ departments), the purpose of
which executives. Departmental manual also presents an overall view of the capabilities of those

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 responsibilities and authorities of different sections of that department and of their supervisors
and department. It normally covers the following areas and documents-

i. Activities- Brief descriptions of different sections and areas of that department,

ii. Organization Structure- Generally from the chief of the total maintenance organization (GM
or DGM or AGM or I/c Maintenance etc), up to the level of section in-charge or crew in-
charge,
iii. Responsibilities and authorities of personnel of that department, up to section or crew in-
charge (up to the lowest decision-making level).
 List of maintenance procedures- It includes different SOPS for maintenance, SMPs,
instruction manuals, maintenance manuals and other established procedures and systems
for maintenance of all equipments and shops they are required to do, including the central
services and captive shops etc.,
 List of Work-instructions/ operating manuals/ SOPS for operating the equipments of
central maintenance services and captive shops of the department,
 Highlighting emphasis on modern techniques used in the department, e.g. CMMS, TPM
and other such techniques/ systems,
 List of Records/ documents to be maintained by the department-These include agreed and
numbered records, e.g. Shift Log Reports, Daily Inspection Reports, Breakdown and
Delay Reports, Equipment History Cards/ Records, Equipment Damage Report, various
manuals etc. Of-course some sections/ areas of the department may use some other
records/ documents also, which are not numbered and not part of departmental manual
and such records may not be assessed/ audited by central agencies.

Maintenance Time Standard (MTS)

Maintenance Time Standard (i.e. standard time for various maintenance jobs) is an effective
means for planning, scheduling, controlling and evaluation in order to cut down costs, not only it
terms of money but also in terms of mental stress and strain and frustration, that a chaotic control
causes.

However, occasionally it is questioned that is it feasible to set maintenance time standard and
often following arguments are put forward for that-

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 1. In maintenance the variety of jobs are too many and many of those are non-repetitive
unlike the case in production/ operation and, as such, setting time standard is very
difficult,
2. The work-condition is not fixed and may vary from time to time. As an example, in one
case one bolt may be opened in one minute, using simple tool, while in another case, the
same or similar bolt may not open even by special more robust tool and in that process,
the bolt head may get sheared and more elaborate process may have to be taken to extract
the stuck broken bolt. This could happen either by excessive jamming that time or
inferiors, bolt was used last time. As such, how uniform maintenance time standard can
be established even for repetitive jobs.
3. Another problem may be the variability in the method used (even within SMP for that) by
different workmen. In maintenance, it is more difficult to specify the job, motion by
motion, as it may be possible for other repetitive jobs.

Yet it is possible to develop maintenance standard time with reasonable accuracy. The above
mentioned apprehensive even if they occur, their percentage will be much less and that should
not deter to fix MTSs. Comparative Estimating is a work measurement technique which can be
used quite some time and has probably been more commonly known as Universal Maintenance
for setting time standards on low repetitive tasks, such as maintenance jobs. It has been in use for
Standards (UMS). In view of developing technologies, such MTSS or UMSS should be revised
every 15 to 20 years.

Apart from the modern techniques for setting time standard mentioned above (Comparative
Estimating and UMS etc), followings are few of the age-old methods for setting-up (arriving at)
maintenance standard time-

Breaking down the job into smaller measurable elements- Even if most of the job may be of
non-repetitive nature on overall basis, if the job is broken down in small measurable elements
(like tightening M12 bolts, removing cover plates, welding 50mm long seam of 8mm fillet etc),
time standard can be set for each element and logical sum of all such elements will give the
standard time for that job. Necessary help of O.R. or Motion and Time Study can be taken.

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Range of Time- Instead of setting up exact time standard, a close range of time is set up as MTS
for that job. As an example, a workmen may be allowed 5-6 hours for total job of changing one
4-inch valve in a pipeline system. The range of time is not the optimistic and pessimistic time of
PERT, but a closure range. Though 95% of jobs may be completed during this range, some
problems may be faced in major repair jobs, when times for all jobs are added to find the total
time for the complete work.

Statistical Analysis of Past Records- This would need segregation and analysis of past records
for considerable period, during which each job was done at least for 3-4 times. However, MTSs,
calculated in this way, will be less challenging, as all the past delays will be legalized and
assumed to occur again.

In the methodology of setting up maintenance time standards, analysis of all (100%) jobs may
not be possible as either that would be too much of a job or some job might not have occurred so
far. Generally, a number of key jobs (benchmark jobs) are analyzed and their time standard is
setup. These standard times or key job times are then synthesized in some formulae to find out
the standard times of other jobs. Alternatively, the work content of unmeasured jobs is compared
with the work content of measured key jobs and then the MTS of unmeasured jobs are computed.
While setting up such time standards, time likely to be consumed in non-productive jobs (e.g.
obtaining instruction, travel time, time for collecting tools etc.) are also to be considered. Wrench
time is also given due consideration.

Such maintenance time standards (MTS) are quite beneficial on following counts-

i. Increased performance with decreased cost,

ii. Reduction in delays through improved planning and scheduling,
iii. Better supervision; etc.

MAINTENANCE-OPERATION LIAISON

Effective communication and coordination with operating personnel or the user if the equipments
is very essential at all level of maintenance hierarchy. This is done by maintaining proper liaison
with operating personnel at all levels. This will reduce confusion and delays considerably This
horizontal communication creates a feeling of personal touch and ensures better cooperation.

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(i) At lower level, i.e. direct contact between workmen/supervisor/ junior executive levels, few
illustrative benefits are given herewith at three different levels which lead to

 Issue of requisition of service (adjustment, repair, calibration etc) by operational

supervisor timely, as well as informing personally,
 Better regular inspection of running equipments by maintenance personnel,
 Immediate feedback of any deviation in operating condition and onset of any defect, as
observed by operators/ operating personnel,
 As, often, maintenance personnel for any particular equipment change but the operators
for that equipment, normally, do not change, the new maintenance personnel can easily
know the past history and behaviour of that equipment.
 Joint discussion with operation personnel on any improvement or betterment for the
working of equipments/ systems; etc.

(ii) At planning level, where maintenance planning personnel liaise with operational planned not
only for initial programme, but also on a regular basis to discuss the followings and necessary
changes in plans and schedules in time-

 Additional requests for services/ jobs by operating personnel.

 Work postponement, as a result of emergency demand/ job to maintenance personnel,
 Work delayed by changed operation's requirements or overshooting of time by operator
 Work not able to start or held-up, because of non-availability for some materials or
facilities, so that operators could utilize that time; etc.

(iii) At senior level, i.e. direct contact between manager or in-charge of maintenance and
operation of that shop/ area, which leads to-

• Advise on technical matters and improvement/ betterment of equipment's performanceg Steps

for improved safety measures for operating and maintenance personnel. Also fi improved
facilities for operating or maintaining the equipment,

• Minor adjustments between maintenance and operation budgets to accommoda unforeseen

jobs; etc.

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(iv) Other Benefits, because of effective communications between maintenance and operati and
thus avoiding any strained relationship, may be followings-

 Reduction in number of calls to maintenance men, as operators develop a habit of fault

diagnosis to some extent,
 Improved operation's appreciation for technical features of equipment and need for s
Operation of equipments,
 Improved energy conservation and economy.
 Cooperation/ help in fault finding and repair, which is one step in the direction of to
productive maintenance (TPM),
 Identification of variations in input of materials or in environmental status, which may
adversely affect the equipment or workmen,
 Improved handling and availability of maintenance and operation records.
 A higher standard of cleanliness for equipments, working areas and surroundings; Etc.

Maintenance department should have similar liaison and communication with other departments,
such as, Technical and Engineering Services, Plant Development/ Project Department, Materials
Department, Finance Department etc.

MAINTENANCE WORK ORDER AND WORK PERMIT

Though the term 'Work Order' is extensively used for capital shops utilization, for maintenance
jobs, the term is used as 'Maintenance Work Order'. It is used to direct and authorize maintenance
persons to perform a required task. It can also be said as a format used for detailed information
about carrying out a job/ work. All maintenance jobs are initiated through a written work order
(in the form of card or sheet or computer print-out), monitored till completion and finally
documented into history system. Often the planning, scheduling and monitoring of all the
jobs/works are achieved through a 'Work Order Control Center. Such work orders can be issued
by various wings of maintenance department (for planned preventive/ predictive maintenance,
inspection and surveys and overhauling etc.), by other departments needing maintenance services
(breakdown or repair jobs) or by Work Order Control Center (Central Planning) etc., based on
requisitions/requests and inspection reports etc., but all work orders are numbered and coded by
control center.

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A maintenance work order generally gives following information/ requirements—

a) Work order number and code,

b) Issuing department's /section's address and code,
c) Issue Date- Date the work order is issued,
d) Approved by Sign of the competent officer which gives authority to concerned
maintenance personnel for carrying out the job,
e) Receiving date- date the concerned maintenance group/ section received the work order,
f) If the work order is to be taken on priority; in some plants priority type and code are also
mentioned,
g) Location- location where the job has to be done,
h) Equipment Equipment (with equipment code) on which job to be done,
i) Description- Brief description of job to be done, with job code if available,
j) Materials (spares etc) needed or to be used-
k) Special facility or clearance needed-
l) Completion Date and Report-

The work order may also have scope of some other information, e.g. manpower used, cost of
maintenance jobs done, other important jobs to be taken up (if any) and Work Permit issued etc.

'Work Permits' are also part of work order management. Work Permit is a document that certifies
that the issuing authority has cleared the necessary equipment to allow safe maintenance work to
begin. Such work permits can be issued by two departments

 By concerned operation shop/ department to their maintenance counterpart, to begin their

maintenance jobs. Before issue of such permits, the issuing shop ensures that equipment
is shut-off and safe. Often, smaller jobs do not need separate work permit and the
 Maintenance Department issues work permit to different executing agencies (mostly to
outside parties for outsourced jobs), permitting them to start their jobs. maintenance
supervisor mentions that on the work order, after ascertaining the safety etc.

A work permit mentions 'work permit number', 'work order number' on basis of which work
permit is issued, department/ section/ agency (with designation) from whom shut down is to be
taken and many essential information as mentioned in the corresponding work order.

20
 1.Block Diagram of Work Order Control.

Figure 1 shows a block diagram, depicting briefly a "work order control system'. It also shows
the 'Back Log' of work order. The 'work order back log' reflects how best the work order
scheduling has been done and how best the resources have been utilized. The problems may be
quite a few. The main problem is to keep the work order back log within limit which, in-turn.
reduces the work orders offloaded to external agencies/ contractors. The work order back log
should also be discussed periodically with concerned agencies if there is any ambiguity in the
work order or if the need of job still exists and if rescheduling or additional resources are needed.

Next figure 2 shows a "Work Order Tree' for a very big/major work order, which indicated the
areas and resources to be planned, arranged and scheduled for execution of the work order.

Based on work orders, detailed job schedules and job cards are made. Figure 3 shows another
view of work order and work permit control, indicating how and when work stops and again
restarts.

21
JOB CARD AND JOB CARD PROCEDURE

Job planning, job scheduling' and 'job manual' have already been discussed. Job card differs
from job manual to the extent that job manual is a little general literature, dealing with steps,
procedures, time and facilities etc for a set of small jobs of one equipment or one subassembly or
one major component, whereas job cards concentrate for necessary details for performing each
individual job.

A job card (or task card) is a document that provides a technician/ maintenance person with all
the information needed to complete a service or job. Job cards also often provide the means of
recording that the procedure has been completed properly. Depending on the complexity of the
equipment being serviced, job cards can run from a portion of a page to many pages, with
information drawn from multiple data sources. As such, a job card may be in the form of a card,
a sheet or print-out, prepared manually or through computers.

 A job card may contain following information-

 Equipment code and shop code,
 Job code,
 Nature of Job and Job Details- • Job starting and finishing time,
 Man-hour spent; category wise.
 Deviations/ constraints; Etc.

Job Card Generator- For smaller units, job cards can be made manually or through computers.
For bigger organizations it can be generated through CMMS and other such techniques Recently,
some technique as 'Job Card Generator' is used for big organizations which automa the job card
making process. Job Card Generator is a Web-based application that automates the creation of
affectivity-based (serial number/ tail number-specific) job cards required performing heavy, shop
and line maintenance. This job card software combines data from the maintenance and
engineering system with the OEM content to produce a job card, even for unscheduled
maintenance. The job card can be printed on paper or used electronically.

The completed and filled up job cards are signed by concerned maintenance personnel and sent
to central planning and documentation section for necessary processing and compilation. The
compiled information from job cards gives following feedback to maintenance engineer/ plant

22
figure 2: Work Order Tree

23
 Figure 3: Work Order/Work Permit Control

 History of maintenance (History cards/sheets are updated as per need,

 Frequency of same job being done on same equipment.
 List of equipment where maximum resources were used,
 Job auditing and average maintenance time for various jobs,
 Cost of downtime,
 Category-wise manpower utilization; Etc.

Job Card Procedure- This means the procedures and steps associated with job card preparation
and tracking/ follow-up, which are, generally the followings

 (Job lists/ requisitions received from control office or job planning office.
 Job card preparation and issue for every job,
 Job cards placed on loading board/ rack against the names of workers allocated or their
supervisors,
24
  Completed job card checked by issuing supervisor.
 Notes made for corrective works if any and fresh job cards made issued and placed in
loading board/ rack,
 Job list signed and summary of manpower completed,
 Job list and job cards sent to control office or central planning office for documentation.

JOB EXECUTION, MONITORING, FEEDBACK AND CONTROL

After all the earlier mentioned steps have been taken, the jobs/ work are actually performed by
different tradesmen/ workers in scheduled sequence and as per revised schedule, if any from time
to time, till the jobs are completed.

Monitoring

Constant follow-up and monitoring, during the whole period of repair and maintenance, is very
essential so that-

 Any deviation in time schedule can be immediately corrected by additional resources or

facilities and, if absolutely essential, revised time schedule can be made and
communicated,
 Any deviation/ change in job content can immediately be incorporated in plans/
schedules/ charts and communicated to all concerned agencies,
 Any constraint or deviation in technological methods can be corrected with re-thought
and/ or improved technologies/ methods. Any improvement in technology/ method, over
the scheduled ones, should also be recorded for future use.

Thus, constant follow-up and monitoring serves as an effective control for the total repair and
maintenance jobs. Various methods/ techniques/ tools/ systems are used for such monitoring; a
few of which are given below

(a) Daily brief meeting (for small urgent jobs twice a day, if needed), at fixed time, with
authorized representatives of all concerned agencies, to monitor deviations/ constraints over last
meeting, anticipate/ visualize deviations/ constraints expected if any and accommodate necessary
reschedule of resources of resources and facilities. Also decide priorities amongst various

25
agencies for special facilities (mobile cranes, special machining facilities etc.) so that waiting
time is reduced and wrench time is increased, thus maintain or improve the time schedule.

(b) A repair coordinator to check and update/mark the progress in PERT, CPM and other
networks or 'Wall mockups', Bar /Gantt charts etc., about twice a day and intimate the deviations
to concerned agencies,

(c) Line of Balance (LOB) method-It is a method of showing the repetitive work, that exist in
any major repair or project programme, as a single line on a graph, rather than a series of
activities on a bar chart. LOB charts can be used for any repair or project where there are a
number of separate but similar activities or one activity with long duration. They are not well
suited to individual activities, which have short duration and are undertaken in isolation.

Unlike a bar chart, which shows the duration of a particular activity, a LOB chart shows the rate
at which the work that makes up all the activities, has to be undertaken to stay on schedule, the
broad relationship of one group of activities to the subsequent group and if one group of activity
is running behind schedule, how it will impact the following group.

(d) Senior Level meetings- Such monitoring meetings may be held weekly or fortnightly to
assess and take major decisions about deviation and resources re-allocation etc. The level of
participants depends of size of organization and also importance of job.

(e) Progress/ monitoring reports- Different progress and monitoring reports are issu regular
intervals (depending on the total job period) to all concerned agencies so that can prepare and
take necessary actions.

Feedback

It is slightly different from progress/monitoring report. Feedback is the inter-departmental or

intra-departmental (within the maintenance department) communication on related topics/ m As
one example, it is important for the maintenance planner to know (get feedback) if his planning
and work package are providing trades/ workers with everything they need to perform the
requested on the work order or any improvement is needed. Feedback can be in the form of test
reports, charts, graphs, cassettes or on-line on computer network (CMMS or EAM etc.) or
Internet web-network.

26
Though the feedback in an organization has a vast scope, here the term 'feedback' is like to
various information for proper control of maintenance and repair jobs. It is little more tha
completion report' and may include -

 Job completion report (with constraints if any).

 Unscheduled/ pending job/work report,
 ongoing work status report,
 Suspended or stopped work report, with reasons,
 Manpower engagement status report,
 Cost report; etc.

Job Planning Survey

This is a different type of feedback, which improves the quality of planning and scheduling. Job
Planning Survey Form' should be completed by the supervisors, overseeing the work. The
supervisor should seek input and assistance from appropriate technicians/workers. The
completed. job planning surveys should, then, be reviewed by planners, schedulers and
concerned maintenance engineers to assess where the improvements are needed. Such job
planning surveys, like any other surveys, often are voluntary and should include a set of
questions, such as-

 Job instructions were-Clear/ vague/ incomplete/ misleading/ others; Explain

 The estimated work force was- right size/ too small/ too big/ others- Explain
 Actual work performed, as compared job order work content was less/ same/ more.
 Are the work-orders/ job cards properly coded for the type of work and location-

Based on above mentioned monitoring and feedback etc., the total control of repair and
maintenance jobs can be done effectively and maintenance time and cost can be optimized. Such
control is done at various levels, within their span of control.

unfinished or

Figure 4 shows one typical 'Maintenance Control System'. In Figure 4, there is constant
interaction between maintenance shop supervision and maintenance job executers and the

27
suspended jobs are again given for execution after the constraints are removed or the materials/
facilities are arranged.

The maintenance control functions embrace almost all the activities of maintenance and their
implementation is achieved through suitable delegation of responsibilities at different levels of
the organization.

Figure 4. Typical Maintenance Control System

Maintenance Records and Documentation

Maintenance records and documents are information/data pertaining to equipment's installation

and subsequent maintenance done, condition/ defects observed and rectified, various

28
plans/schedules implemented and also various plans/ schedules for future etc. The terms
'documents' and 'records' have little different meanings.

Documents are written policies (indicating what to do); process descriptions (indicating how it
happens or works); work instructions, procedures (indicating how to do), and some blank forms.
Normally processes lead to procedures. These are mainly used to communicate information.
Good documents are clear, concise and user-friendly.

Records are worksheets, registers, log books, forms, charts and labels etc. and are used to capture
information, activities or results, when performing a procedure. Records are essential for
monitoring, tracking, failure identification, revisiting information and references etc.

These records/documents may be in different forms and are stored in a system in such that they
can be retrieved expeditiously. Some data are of permanent nature, (e.g. instruction manuals,
drawings etc.) and some are to be continuously updated (e.g. history cards etc.).

Recording maintenance information involves money to an organization and it is wasted if

recorded information is not analyzed to aid in decision making process to control on maintenance
cost, improve availability, reliability and overall efficiency. As such, management has to take a
decision on the various records and documents that are to be used and how the actual recording
will be done on those.

Some of the necessary maintenance records and documents have already been mentioned in this
and previous chapters. There may be some repetition but a few are mentioned here-

a. History Records/ cards,

b. Instruction manual, operating manual, maintenance manual, job manual etc,
c. Various catalogues and codes, drawing lists and drawings, SMPS, SOPs and other
permanent records,
d. Work specification, work order forms, Job cards, work permit forms and other
such instruction forms,
e. Inspection schedule, lubrication schedule, PM schedules etc,
f. Performance reports, job completion reports and other feedback reports,
g. Spares catalogue, spare cards, procurement requisitions and storage records etc,

29
h. Various condition monitoring and fault diagnosis (repetitive/otherwise) reports,
i. Failure analysis and failure pattern reports; Repetitive failure and MTBF analysis,
etc.
j. Production Delay/downtime report and other defect/ reports,
k. Ratio of planned work vis-à-vis unplanned work; preventive work vis-à-vis
corrective work;
l. Maintenance requirement comparison between individual assets, between types of
assets and between groups of assets, etc.
m. Indicators or reliability of equipments and subassemblies of different
manufacturers, (xiv) Performance details of individuals, both by names and by
trades,
n. Indicators on possible standardization and variety reduction,
o. Cost and Budget data; etc.

30
Figure 5: systematized flow diagram of total maintenance process

31
Method of Record Keeping

Method of record keeping depends on the number of activities a maintenance department/

organization has to handle and also level of sophistication in that plant/ industry. A very rough
guideline is mentioned below-

 0 to 5000 activities Cardex, Card-index, or computers (if in use),

 1001 to 15,000 activities- Shorter/printer (manual) or computer system.
 5000 to 50, 000 activities- Shorter/ printer (automatic) or computer system,
 More than 15,000 activities- Fully computerized system (CMMS/EAM) or Web-System
(Internet).

Advantages of Good Recordkeeping

Though this is quite obvious, a few are mentioned below-

(a) It presents a clear and ready reference picture of maintenance programmes,

(b) Jobs held-up/ suspended/ stopped can be identified quickly and reprogrammed,

(c) Job cards/ work orders etc. can be copied quickly and modified for next requirement, thus
avoiding lot of typing and drawing works,

(d) Necessary records and formats can be retrieved easily and quickly and can be modified
updated with respect to job contents or frequency or otherwise easily.

(e) Evaluation of performance and comparison of time taken with standard time or previous time
can be done quickly and in any presentation form (text, table, chart, graph etc); Etc.

SYSTEMATIZED FLOW DIAGRAM OF TOTAL MAINTENANCE PROCESS

The various functions/ systems/ processes, mentioned earlier (and some may be discussed in
subsequent chapters) in this book, can be shown in the flow sheet as given in Figure 5.

Spare parts Management

Spare parts Management plays an important role in achieving the desired plant availability at an
optimum cost. Presently, the industries are going for capital intensive, mass production oriented

32
and sophisticated technology. The downtime for such plant and machinery is prohibitively
expensive. It has been observed in many industries that the non-availability of spare parts, as and
when required for repairs, contributes to as much as 50% of the total down time. Also, the cost of
spare parts is more than 50% of the total maintenance cost in the industry. It is a paradox to note
that the maintenance department is complaining of the non-availability of the spare parts to meet
their requirement and finance department is facing the problem of increasing locked up capital in
spare parts inventory. This amply signifies the vital importance of spare parts management in any
organisation.

The unique problems faced by the organization in controlling/managing the spare parts are as
follows.

 Firstly, there is an element of uncertainty as to when a part is required and also the
quantity of its requirement. This is due to the fact that the failure of a component, either
due to wearing out or due to other reasons, cannot be predicted accurately.

 Secondly, spare parts are not that easily available in the market as they are not fast-
moving items. The original equipment manufacturer has to supply the spares in most of
the cases. New models are introduced to incorporate the design improvements and old
models are phased out. Hence the spares for old models are not readily available.
Particularly, this is more so in case of imported equipment as the design changes are
taking place faster in the developed countries.

 Thirdly, the number and variety of spare parts are too large making the close control more
and more tedious. For instance, the number of items of spares in a medium scale
engineering industry may be around 15,000 and that in a large-scale chemical industry
may be around 100,000.

 Fourthly, there is a tendency from the stage of purchase of the equipment to the stage of
the use of the spare parts, to requisition spare parts more number than that are actually
required and accumulation of spares takes place. Finally, the rate of consumption of spare
parts for some are very high and for some are very low. These problems are to be faced
by systematic spare parts management.

33
The objective of spare parts management is to ensure the availability of spares for maintenance
and repairs of the plant and machinery as and when required at an optimum cost. Also, the spares
should be of right quality. There are many actions required to ensure the spare parts management
effectively. An attempt to have the right stock, in the right place, at the right time, and at the right
cost. There is a need for systematic actions while managing spare parts as given below:

 Identification of spare parts

 Forecasting of spare parts requirement
 Inventory analyses
 Formulation of selective control policies for various categories
 Development of inventory control systems
 Stocking policies for capital & insurance spares
 Stocking policies for ratable spares or sub- assemblies
 Replacement policies for spare parts
 Spare parts inspection
 Indigenisation of spares
 Reconditioning of spare parts
 Establishment of spare parts bank
 Computer applications for spare parts management

Every organization should proceed systematically and establish an effective spare parts
management system. Codification helps the organization minimizing duplication of spare parts
stocking thereby reducing inventory, aids the accounting process and facilitates the
computerization of spare parts control systems. The inventory analyses carried out on the basis of
different characteristics of the spare parts, such as annual consumption value, criticality, lead
time, unit cost and the frequency of use, help the company in establishing suitable policies for
selective control. This also helps in focusing our efforts on real problem areas. A good inventory
control system will help systemizing the ordering procedure and also achieving an optimum level
of inventory. In addition, selectively efforts should be made to evolve optimum replacement
policies for selected spare parts, for which cost of down time and cost of replacement are very
high. So, we have to identify such spare parts and carry out the exercise for evolving optimum
replacement policies.

34
For the spare parts which are very expensive and those which are to be imported, it is essential
that the useful life for such spares is extended by appropriate applications of reconditioning and
repair techniques. Also, efforts should be made to indigenize the spare parts in view of the hard-
to-get foreign exchange involvement. Also, for similar industries establishing of spare parts bank
goes a long way in reducing the total inventory holding of the expensive spare parts and also
reduces the stock holding cost. For different industries, it will be helpful to establish spare parts
banks and a suitable information system for the exchange of spares. Lately, the application of
computers for the processing of spare parts information and operating an effective spare parts
control system will be very helpful for the organization and will ensure timely actions for an
efficient and effective spare parts management.

Identification of spare parts

When a spare part is required to put back in operation an equipment which is under breakdown,
it becomes necessary to identify the part for getting the same issued from the store or for
purchasing the same from the vendor. While identifying it becomes essential to give the complete
description including the size and type of the spare to draw from the stores and it becomes
essential for all concerned i.e., the maintenance personnel and stores personnel are aware of such
description. If it is the vendor, he may not be satisfied with the description and he may also
require the manufacturer's part number.

It is a cumbersome and time-consuming task during every transaction to identify a spare part by
its description and manufacturer's part number accompanied by the parent equipment's name,
make and model designation. Therefore, it is essential to give a numerical name or code to each
spare part. This process of giving code to each spare part is called codification. Since, the range
of spares used in any organization is too large and there are quite a few spares meant for specific
equipment, it is always preferred to use codes which are significant ie., from the code number
one will be able to find out

- the equipment type, make & model

- the type/class of the spare-part

- the size (in some cases)

35
If the spare part code is to incorporate the equipment type etc., then the codification of
equipment becomes a prerequisite for spare part codification.

The number of digits required for spare part code depends on the actual requirement i.e., the
range of equipment in use and the types and number of spare parts in the organization. It is very
common to come across 9-to-16-digit codes for spare parts. For instance, a 10-digit code may
signify,

 1st digit - imported or indigenous

 2nd, 3rd & 4th digits - machine type, make & model

 5th, 6th & 7th digits - spare-part class

 8th, 9th & 10th digits - size or serial number.

By classifying and codifying all the spare parts, it becomes easy to minimize the duplication of
spare parts thereby effecting reduction in the inventory. Codification also helps easy accounting
and computerization in addition to easier communication between concerned parties.
In addition to codifying the spare part, it will be of immense benefit to codify the location of
spare parts. Stock location number helps the stores personnel to locate the part and issue the
same as and when the same is requisitioned. Also, the stock verification and upkeep programme
become less and less cumbersome.

After codifying the spare parts and assigning stock location numbers, all the users should be
made aware of and should be supplied with the relevant codes and stock location numbers in the
form of a spare parts catalogue.

The spare parts catalogue should contain the following information:

 Spare parts codification plan

 Spare part code
 Spare part description
 Drawing number
 Manufacturer's code & part number
 Stock location number.

36
SDE Analysis: -

Classification based on the lead time:

This classification is carried out based on the lead time required to procure the spare part. The

classification is as follows:

 Scarce (S): Items which are imported and those items which require more than 6 months'
lead time.

 Difficult (D): Items which require more than a fortnight but less than 6 months' lead time.

 Easily available (E): Items which are easily available i.e., less than a fortnights' lead time.
This classification helps in reducing the lead time required at least in case of vital items.
Ultimately, this will reduce stock-out costs in case of stock-outs. A comprehensive
analysis may ultimately bring down lead time for more & a greater number of items. This
will also result in streamlining the purchase and receiving systems and procedures.

VED Analysis: -

Classification Based on Criticality:

Several factors contribute to the criticality of a spare part. If a spare is for a machine on which
many other processes depend, it could be of very vital importance. Also, if a spare is, say, an
imported component for which procurement lead time could be very high its non- availability
may mean a heavy loss. Similarly spares required for fighter aircraft at the time of war could be
of great value in terms of fighting capability. In general, criticality of a spare part can be
determined from the production downtime loss, due to spare being not available when required.

Based on criticality, spare parts are conventionally classified into three classes, viz. vital,
essential and desirable.

VITAL (V): A spare part will be termed vital, if on account of its non-availability there will be
very high loss due to production downtime and/or a very high cost will be involved if the part is
procured on emergency basis. In a process industry, most spare parts for the bottleneck machine
or process will be of vital nature.

ESSENTIAL (E): A spare part will be considered essential if, due to its non-availability,
moderate loss is incurred. For example, bearings for motors of auxiliary pumps will be classified
as essential.

DESIRABLE (D): A spare part will be desirable if the production loss is not very significant due
to its non-availability. Most of the parts will fall under this category. For example, gaskets for
piping connection.

37
The VED analysis helps in focusing the attention of the management on vital items and ensuring
their availability by frequent review and reporting. Thus, the downtime losses could be
minimized to a considerable extent.

ABC Analysis: -

Classification Based on Consumption:

Another method of classifying spares is on the basis of annual consumption value. As it is true
for any inventory situation, Pareto's principle can be applied to classify maintenance spares
based on consumption value.

Pareto principle: The significant items in a given group normally constitute a small portion of the
total items in a group and the majority of the items in the total will, in aggregate, be of minor
significance.

This way of classification is known as ABC classification.

CLASS A: 10% of total spares contributing towards 70% of total consumption value.

CLASS B: 20% of total spares which account for about 20% of total consumption value.

CLASS C: 70% of total spares which account for only 10% of total consumption value.

In a specific spares control system, it is quite possible that in a single year, many spares would
not have been consumed at all. In such cases, it is better to perform ABC analysis on longer
consumption period data, say 3 years. Then only spares will not be left out in this classification.

Policy for 'A' items

38
* Maximum control * More than one supplier

* Value Analysis * Control by top executives.

Policy for 'B' items

* Minimum control * More items from same supplier.

* Bulk Orders

HML Analysis: -

Classification based on unit price:

This classification is as follows:

High Cost (H): Item whose unit value is very high, say, Rs.1000/- and above.

Medium Cost (M): Item whose unit value is of medium value, say, above Rs.100/- but less than

Rs.1000/-.

Low Cost (L): Item whose unit value is low, say, less than Rs.100/-.

This type of analysis helps in exercising control at the shop floor level ie, at the use point. Proper
authorization should be there for replacing a high value spare. Efforts may be necessary to find
out the means for prolonging the life of high value parts through reconditioning and repair. Also,
it may be worthwhile to apply the techniques of value analysis to find out a less expensive
substitute.

Some other Classifications based on other characteristics:

A) Capital Spares:

These are vital spares for critical equipment. The stock-out cost for such spares is very high and
the unit cost also is very high. The number of items consumed during the life time of the
equipment may be 1 or 2 or 3. Hence, the decision has to be made as to the number of items to be
stored.

B) Insurance Spares:

An insurance items is a spare part that will be used to replace a failed identical part in an
operating equipment whose penalty cost for downtime is very high. Hence, by definition, it is an
insurance against such failures for which the down time costs are very high. They do not become
obsolete until the parent equipment is retired from service no matter if they do not move for
many years.

39
C) Overhaul spares:

Spare parts which must be replaced every time the equipment is dissembled and re-assembled.

D) Wear and Tear Spares:

Spare parts which have regular wear and tear in the course of operation of the equipment and
need to be replaced after definite number of hours of equipment operation.

E) Consumable spares:

These are regularly used items such as fasteners, seals, bearings, etc. These are to be stored by
the materials department.

TOTAL PRODUCTIVE MAINTENANCE (TPM)

TPM is a philosophy of continuous improvement that creates a sense of ownership in the s and
other connected persons for machine as well as in their supervisor. We all reach an attitude of
higher responsibility and commitment. Its focus is on "Ease the operation", "Improve the
availability and productivity", "Ease the maintainability" and "Make the operation and area
Safer" etc. Once implemented, TPM has just begun as it is an ongoing process of continued
improvement supported by all the team. It can be considered as the medical science of machines.

DEFINITION

The three different words of TPM can be defined as following-

Total

a. All employees are involved in it,

b. It aims to eliminate all breakdowns, defects and accidents;

Productive

a. Many actions are performed while production goes on,

b. Troubles for production are minimized, if not eliminated.

Maintenance

a. Check, clean, lubricate and repair,

b. Keep machine in good condition.

40
In nutshell, TPM combines the traditional practices of preventive and predictive maintenance
with total quality control and total employees’ involvement/ participation, to create a culture
where operators develop ownership of their equipment and becomes full partners with
maintenance, engineering and management etc. to ensure that equipments operate properly every
day at required time.

ORIGIN OF TPM

In earlier days, job of maintenance was supposed to be dull and donkey's job. Planned
maintenance can be traced back to 1951 when preventive maintenance was introduced in Japan.
However, the concept of preventive maintenance was taken from USA for broader use.

As the operating staff did not involve themselves in maintenance and did not try to know the
mechanism, very often some safety aspects were missed, leading to somewhat unsafe working
environment and practices. Further, it is seen that when any equipment problem develops, it is
much easier and less costly to attend to that by the operating staff that to keep running for some
more time or waste time in calling maintenance personnel, leading to problem getting aggravated
(i.e. a stitch in time saves nine).

All these led to the development of "Productive Maintenance' concept, where the operating
personnel are also involved in maintenance and upkeep of their equipments. Just as a man looks
c maintenance of their equipments and specialized maintenance groups attend to major problems
after his own health and tries to prevent minor sickness and calls doctor only for major problem
or periodic checking, the operating personnel looks after daily checking, lubrication and routine
breakdowns and major PM jobs etc. This concept was first introduced by M/s General Electric of
USA in year 1960, but gained momentum much later.

Later Dr. Deming introduced statistical analysis and used the resulting data to control during
manufacturing (TQM). As some general concepts of TQM did not work straightway in
maintenance environment, efforts went on to use somewhat similar principle in maintenance
However, maintenance became an integral part of TQM in early 90s.

41
Meanwhile, the concept of Productive Maintenance was extended to all the employees of the
plant/ industry, including material men, quality men and others and all the employees worked as
one team, under consent. This was called "Total Productive Maintenance" (TPM). This concept
subsequently was first introduced by M/s Nihon Denso Co. of Japan in year 1971 and was
promoted to national level in Japan in 1983, by Japanese Institute of Plant Maintenance.

FEATURES/ PRINCIPLES OF TPM

TPM has led to better maintenance and upkeep of the equipment and resulted in enhanced
reliability of equipments and quality of products, thus leading towards economic efficiency
excellence. Some of the features/ principles considered for successful TPM are as followings-

1. Increase of Overall Equipment Effectiveness (OEE),

2. The operator is the best condition monitor,

3. Involves all departments, such as operation, maintenance, connected planning groups, material
management, quality, finance and administration (of-course the first three departments are totally
involved) and utilizes cross-functional teamwork.

4. Involves the participation (up-to required level) of members of all groups from top
management level to shop-floor worker level.

5. Provides training to upgrade operation and maintenance skills,

6. Generally, promotes small autonomous group concept for better motivation and coordination;

7. Establishes a total system of complete maintenance and upkeep of the equipments generally
covering the entire plant lifecycle; etc. an

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QUESTIONS

1. What do you mean by system approach to maintenance?

2 What is codification and cataloguing and what are its advantages?

3. Explain briefly, how codification of drawings is done in industries.

4. What is maintenance time standard and why is it difficult to arrive at maintenance time
standard?

5. What is instruction manual and operating manual and how do they differ from maintenance
manual and how do they differ?

6. What is History Card/ sheet and what are its uses?

7. What are Standard Operating Practices and Standard Maintenance Practices?

8. What do you understand by Maintenance Work Order and Work Permit?

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