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AUDITING FOR MAINTAINANCE IN CEENT INDUSTRY

ABSTRACT In cement industries maintenance cost consumes approximately 20-25% of


the tota l production system, which comes in second rank after the energy cost.
Performin g a periodic maintenance audit is essential in maintaining a profitabl
e business . A maintenance audit answers the following questions: How effective
is your cur rent planned maintenance program? What areas are working? What areas
could be im proved? Continuous improvement can be accomplished by developing th
e necessary t ools for analyzing the audit results .This helps reveal the curren
t maintenance state and identify potential areas for improvement. Therefore ACC
cement plant, taken as a case study represents that cement plants are facing big
challenges on reducing both energy and maintenance costs. In orde r to improve
the maintenance in the ACC plant, auditing of the existing maintena nce system h
ad been conducted, since this step is essential in improving any mai ntenance sy
stem. Maintenance types are like condition based, preventive based, planning bas
ed and breakdown maintenance. Maintenance modifications were selected from the c
alcula tions and questionnaire. A quantitative (statistical) method was used in
order t o determine the weakness points in the existing maintenance system. Base
d upon t his auditing several actions and strategies were put in a medium range
plan to r esolve the problems and improve the system.

INDEX Contents Certificate..2 Acknowledgement..


intenance ...16 2.2.4 Breakdown Maintenance .17 3.
......................21 5.2 Downtime Analysis.....22

5.3Net Availability Index%......................................................


................................24 5.4Production Rate Index..25 5.5M
iln.............................. ..........27 6.1.1Kiln Downtime Analysis for June
..................... .........................31 6.1.2Kiln Downtime Analysis fo
r July.35 6.1.3Kiln Downtime Analysis for August...........39
art47 6.2 Downtime Analysis for Raw Mill.48 6.2.
8 6.2.2 Raw Mill Downtime Analysis for July52 6.2.3 Raw Mill Downtime Analysis
Downtime Analysis ..60 6.2.5Parreto Chart...64 7. 8.
tions for maintenance management in commonly i ndustries has growing rapidly. A
lot of researches and publications in the field maintenance decision models have
been published to improve the effectiveness of maintenance process. Production
systems have changed tremendously in recent yea rs. Attention has shifted from e
conomy of scale to economy of scope. Todays mar ket conditions are characterized
by more emphasis on variety, delivery performan ce, and quality. Product life cy
cles are shrinking. To respond to these new stri ngent requirements, manufacture
rs are turning to high-tech equipment such as fle xible manufacturing systems. T
hey are also adopting new material control methodo logies such as the just-in-ti
me philosophy which calls for production systems wo rking without inventory at a
ll. Set-up and adjustment times are also reduced to a minimum. All these factors
are shifting the focus to maintenance, since unplan ned unavailability of machi
nes will result in serious problems. This new reality explains the renewed inter
est in maintenance and the increased attention it is receiving from management.
Unfortunately, in many organizations maintenance prod uctivity is very low. Howe
ver, the maintenance function can no longer be neglect ed. In order to meet toda
ys challenges; companies must constantly strive for ex cellence in maintenance th
rough serious comprehensive maintenance improvement pr ogram. In order to measur
e the effectiveness of any maintenance system, we need to meas ure its productiv
ity and identify the areas where improvements can be made. Audi ts are used to a
ssess the current status of the maintenance system so that appro priate improvem
ent program can be formulated. Auditing a maintenance system uses the following
steps: (1) A survey carried out using a well-designed questionnaire. The questio
ns are aimed at comparing the current practices with what they should be. (2) An
alysis of the data gathered in step 1. (3) Formulation of improvement program ba
sed on the analysis of the previous ste p.

The importance of Maintenance in Cement Industries The importance of maintenance


increases when the grade of automation and mechani zation increases .In cement
manufacturing the equipment at the beginning was not so complicated for the tech
nical point of view and more people were t required to keep the cement productio
n lines in operation. The maintenance activity in th e cement industry couldnt in
fluence the productivity so much. It was important to keep equipment running but
the maintenance department couldnt contribute muc h to productivity because the
quality and quantity of cement was to large extent decided by the skill of the w
orkers and his capacity to work fast. In connection with technical development t
he importance of maintenance was incre ased as high productivity and quality can
be achieved by mean of well developed and organized maintenance. Maintenance mu
st be controlled in a way that the equi pment is stopped for maintenance in a pl
anned stoppage schedule. it Is not accep table if equipment stops unplanned .to
achieve the right productivity and qualit y of product ,it is important to procu
re the right equipment from the very begin ning. Maintenance does not start when
equipment s delivered and installed, if it starts at an early stage in the proj
ects and the procurement work. There are many reasons why maintenance is becomin
g increasingly importan t I developing countries India .maintenance problems are
rising foe e.g. in the ACC Cement plant barman , half of the production lines h
ave been operating on av erage for more them 25 years and most of hem are fully
automatically controlled. Due to the increase in automation, any breakdown will
have as serious impact on production and measures to minimize and reduce breakdo
wns become a must. Theref ore the main aims of the maintenance activities in cem
ent plants are to preserve the equipment and installation. in order to achieve t
hat all maintenance activi ties should be performed and executed to high standar
d through accurate planning and scheduling for all resources. The main step in d
oing so is auditing of the existing maintenance system. Actually once the audi t
factors are mastered the maintenance can begin to analyze its operations much o
re closely .New information becomes available that can use o justify decisions s
upport expansion arguments and provide better service. Maintenance can benefit f
rom these measures because these informations are valuable when a manager is f ig
hting battle to get more resources and more investment, or making decisions th a
t could affect the future production capacity. CHAPTER 2 LITERATURE SURVEY MAINT
ENANCE: 1) The act of maintaining or the state of being maintained. 2) The work
of keeping something in proper condition; upkeep. TOTAL MAINTENANCE MANAGEMENT T
otal maintenance management (TMM) can be defined as a systematic approach to ma
intenance. The maintenance system comprises three subsystems: (1) Maintenance ma
nagement; (2) Maintenance operations; (3) Equipment management. The main objecti
ve of TMM is to provide a methodology or framework for improving maintenance eff
ectiveness continuously. A brief description of each of the subs ystems follows.
Maintenance management: In this section we discuss the main maintenance managem
ent areas that have a gre

at impact on maintenance productivity. Organization: A well-designed maintenance


department organization is essential to a productive maintenance activity. The
organization chart should be current and complete and should take into considera
tion the following important issues.
1) Appropriate ratio of supervisors to workers; 2) Proper number of planners; 3)
Necessary support functions; 4) Quick maintenance response. Training and motiva
tion. Training is essential to good quality maintenance work. A positive climate
and necessary support (planning, materials, adequate supervi sion) are necessar
y ingredients for employee motivation and, hence, good perform ance. Planner tra
ining. Planning is a key function in a maintenance department. A plan ner should
be well trained to carry out the following functions: 1) Determining job conten
t and duration; 2) Determining work plans using appropriate methods; 3) Determin
ing the number and skill of the workers required for the job; 4) Determining spa
re parts, tools and materials required; 5) Planning and scheduling works orders;
6) Estimating costs. Maintenance control. A thorough maintenance control system
is very important for the identification and control of delays. Such a system i
ncludes: l information on work order status and estimated time versus actual tim
e; 1) Maintenance productivity reports; 2) Charts and graphs showing backlog, ov
ertime, emergency work. This kind of inf ormation allows better labour and cost
control through corrective action based o n facts and the identification of pote
ntial improvement areas. Supervision. Better maintenance productivity and improv
ed quality maintenance wo rk can be achieved through effective supervision. A ma
intenance supervisor shoul d have a planner who relieves him from the planning/s
cheduling function so that he can concentrate on better maintenance management a
nd more supervision of crew s at job sites. The span of supervision must be opti
mal or near optimal. Maintenance operations Work measurement. Planning is an imp
ortant aspect of good maintenance practice. Time standards must be developed so
that proper planning can be carried out. Maintenance scheduling. A maintenance-s
cheduling function combined with the plan ner function deals with day-to-day sch
eduling of works orders. Besides issuing d aily schedules, this function determi
nes the priority of works orders follows up on their progress and keeps track of
backlogs. Appropriate ratio of supervisors to workers; proper number of planner
s necessary support functions; quick mainte nance response. The works order syst
em :A well-designed works order form and procedures are a mu st for maintenance
management. This system provides clear communication between all parties involve
d in a maintenance job request (requester, planner, superviso r, craftsman, and
support unction). It also ensures good documentation of mainte nance work for an
alysis and appropriate action. Materials and tool control :. The maintenance act
ivity requires that tools and p arts are available so that unnecessary delays ar
e avoided. A computerized invent ory control system must be installed and optima
l order quantities must be establ ished. Appropriate interface and co- ordinatio
n procedure between maintenance an d warehouse must be developed.

TYPES OF MAINTENANCE SYSTEMS: 1) 2) 3) 4) Condition Based Maintenance Preventive


Maintenance Planned Maintenance Break down Maintenance
CONDITION BASED MAINTENANCE: Condition-based maintenance was introduced to try t
o maintain the correct equip ment at the right time. CBM is based on using realtime data to prioritize and o ptimize maintenance resources. Observing the state
of the system is known as con dition monitoring. Such a system will determine t
he equipment s health, and act only when maintenance is actually necessary. Deve
lopments in recent years have a llowed extensive instrumentation of equipment, a
nd together with better tools fo r analyzing condition data, the maintenance per
sonnel of today are more than eve r able to decide what is the right time to per
form maintenance on some piece of equipment. Ideally condition-based maintenance
will allow the maintenance person nel to do only the right things, minimizing s
pare parts cost, system downtime an d time spent on qui maintenance. How does Co
ndition Monitoring work? Condition Monitoring relies on the fact that most failu
res do not occur instantaneous, but rather over time. At the beginning of a fail
ure, the magnitude may be so small that it is un-detectable. At some point, howe
ver, the magnitude reaches a level in which it is mea sureable. Once observed, t
he equipment can still function as maintenance prepares for correction. If not c
orrected, the component will fail completely.
P-F Interval:
PREVENTIVE MAINTENACE: To avoid the problems of correcting unfortunate situation
s that have already ari sen, many try to maintain equipment before it fails. By
doing this, the goal is to avoid failure, unnecessary production loss and HSE vi
olation. As you cannot p ossibly maintain your equipment at all times you need s
ome way to decide when it is proper to perform maintenance. Normally this is don
e by deciding some inspec tion/maintenance intervals, and sticking to this inter
val more or less affected by what you find during these activities. The result o
f this is that most of the maintenance performed is unnecessary; it even adds su
bstantial wear to the equi pment. Also, you have no guarantee that the equipment
will continue to work even if you are maintaining it according to the maintenan
ce plan. Cost-effective maintenance tasks carried out at predetermined intervals
to chec k the current physical condition, to reduce probability and/or impact of
a failu re in operation, or to maintain a desired level of performance of equip
ment.

Preventive Maintenance Level Walk by inspections Lubrication Preventive Maintena


nce Routines (PMRs) 1) Walk by inspections:
Walk-by inspections use our human senses to monitor the condition of our equipme
nt . This inspection is the first line of defense, in catching many d ifferent ty
pes of problems. It is inexpensive only manpower and minor tools r equired. It i
s simple easily completed by personnel with experience, sound basic knowledge an
d a good dose of common sense.
2) Lubrication: The purpose of lubrication is: a. reduce friction and wear b. co
oling c. save energy d. help to reach the life expectancy of the component under
friction e. prevent corrosion f. Lower maintenance costs. Why is lubrication so
important? Lubricants are commonly referred to as the lifeblood of machines and e
quipment If we treat lubricants the same way we do with our blood, we can fix p
ro blems in the early stages of development before they become worse and cause p
erm anent equipment damage Problems can be avoided in the first place when we ap
ply the right tools and procedures for lubrication. 3) PMR(PREVENTIVE MAINTENANC
E ROUTINE): The maintenance carried out at predetermined intervals and intended
to reduce th e probability of failure or the performance degradation of an item.
Tasks carried out at fixed frequencies (e.g. hours, days) Ball mill liner thick
ness measurement every three months Bearing regreasing every 1000 operating hours
3)PLANNED MAINTENANCE: The Planned Maintenance is a paper /Software based system
which allows ship owne rs and/or operators of vessel/ship maintenance in interv
als according to manufac turers and class/Classification society requirements. T
he maintenance, primarily supervised by the on board personnel, is then credited
towards inspections requ ired by periodic surveys. The planning and scheduling
of the maintenance, as wel l as its documentation, must be made according to a s
ystem that is approved by C lassification society like Germanischer Lloyd, Lloyd
s Register or Bureau Verita s etc.Which is now mandatory as per ISM (Internatio
nal Safety Management Code). ADVANTAGES OF PLANNED MAINTENANCE: 1. Releases fron
t-line foremen from major planning duties and allows them m ore time to supervis
e their crews. 2. Provides procedures to plan, execute, monitor and control main
tenance re

sources. 3. Reduces delays in waiting for men, material, tools after a job is in
pro gress. 4. Provides for systematic collection of materials prior to planned
jobs. 5. Provides procedures to implement and continue a PM program. 6. Provides
a communication link between maintenance and operations. 7. Provides a daily pl
an for front-line supervisors. 8. Allows hourly employees to be 100% work loaded
. 9. Helps field repairs coordinate work with shop and construction forces. 10.
Performance reporting allows upper management to judge maintenance progr ess. 11
. Reduces the time required for critical shutdowns or overhauls. 12. Reduces mai
ntenance costs. 13. Provides a tool for operations to assign priorities. 14. Red
uces emergency breakdowns. 4) Break Down Maintenance:
Breakdowns in industrial manufacturing systems can have significant impact on th
e profitability of a business. Expensive production equipment is idled, labor i
s no longer optimized, and the ratio of fixed costs to product output is negativ
e ly affected. Rapid repair of down equipment is critical to business success; t
he process of addressing equipment breakdowns after occurrence is known as Corre
ct ive Maintenance and exists in some form in all manufacturing companies. Howev
er, when equipment breakdowns occur the cost can go well beyond the period of re
pai r. Often process lines require significant run-time after startup to begin p
rodu cing quality product, and the manufactured goods in process at breakdown as
well as the goods manufactured for a period after breakdown may either be unusa
ble o r of less value. Because of the impact both during and beyond the immediat
e down time, businesses have sought to prevent equipment breakdown by a process
known a s Preventative Maintenance. With preventative maintenance equipment is r
outinely inspected and serviced in an effort to prevent breakdowns from occurrin
g. Such inspections are based on either calendar periods or equipment process ti
me, and generally include recorded data that can be compared over time to determ
ine if n egative shifts indicate an imminent equipment problem. Breakdown mainte
nance implies that repairs are m ade after the equipment is out of order and it
cannot perform its normal functio n any longer, e.g., an electric motor of a mac
hine tool will not start, a belt i s broken, etc. Under such conditions, product
ion department calls on the mainte nance department to rectify the defect. The m
aintenance department checks into t he fault and makes the necessary repairs. Af
ter removing the fault, maintenance engineers do not attend the equipment again
until another failure or breakdown occurs. Breakdown maintenance practice is eco
nomical for those (non-critical) equipments whose downtime and repair costs are
less this way than with any other type of maintenance. Breakdown type of mainten
ance involves little administrati ve work, few records and a comparative small s
taff. There is no planned interfer ence with production program. CEMENT KILN Cem
ent kilns are used for the pyroprocessing stage of manufacture of Portland an d
other types of hydraulic cement, in which calcium carbonate reacts with silica bearing minerals to form a mixture of calcium silicates. Over a billion tones o
f cement are made per year, and cement kilns are the heart of this production pr
ocess: their capacity usually define the capacity of the cement plant. As the m
a in energy-consuming and greenhouse-gasemitting stage of cement manufacture, imp
rovement of their efficiency has been the central concern of cement manufacturi
n gtechnology.

Principle of Operation The kiln is a cylindrical vessel, inclined slightly to th


e horizontal, which is rotated slowly about its axis. The material to be process
ed is fed into the uppe r end of the cylinder. As the kiln rotates, material gra
dually moves down toward s the lower end, and may undergo a certain amount of st
irring and mixing. Hot ga ses pass along the kiln, sometimes in the same directi
on as the process material (co-current), but usually in the opposite direction (
counter-current). The hot gases may be generated in an external furnace, or may
be generated by a flame in side the kiln. Such a flame is projected from a burne
r-pipe (or "firing pipe") w hich acts like a large Bunsen burner. The fuel for t
his may be gas, oil or pulve rized coal. The basic components of a cement kiln a
re the shell, the refractory lining, supp ort tires and rollers, drive gear and
internal heat exchangers.
ROTARY KILN HORIZONTAL RAW MILL:-It is used for grinding raw material. It consis
ts of two chambers separated by a diaphragm. The whole mill is provided with met
allic liners. First chamber cont ains spherical balls of large diameter as compa
red to second chamber, which has balls of different sizes. The material and hot
air is fed to the first chamber a nd grounded material, outputted through second
chamber is fed to the air separat or through bucket elevator. Here the fines ar
e separated from coarse and are tak en to the blending & storage silo, whereas c
oarse particles are fed back to the mill. Sensors used are sound pressure level,
vibration sensor, RTD for temp. Main parts of Raw Mill: Grinding Media : Grindi
ng of coarse particles. Moderate impact and abrasion leads to d shape resu lting
in improper grinding Diaphragm : Permitting the fine particles.Jamming of chips
in slot decrease the permeability of the diaphragm. Gear Box : Changes the toqu
e. Ball Mill lining Plates : Preventing mill wear. Impact of ball and material l
eads to wearing out of the li ning material present inside the mill. Trunion Bea
ring : Bear load of ball mill.setting of mud in jackets lead to the improper ell
iptical movement of the roller material.
CHAPTER 3 METHODOLOGY OEE CONCEPT: In order to maximize the worth of the equipme
nt installed and its function to bu siness requirements, It must be available &
utilized for operation Availability Index (AI) It must be productive to its capac
ity Production Rate Index (PRI)


It must produce quality product to accept Quality Index (QI) OEE (%) = Availabili
ty Index (%) x Production Rate Index (%) x Quality Index (%) OEE measures the ef
fectiveness of an asset (equipment). Availability Index (AI): The indicator purp
ose is to measure the total time for which the equipme nt could potentially be o
perated. Net Availability Index (NAI) This also measures the actual utilization o
f the asset related to total calendar time. Gross Availability Index (GAI) NAI in
dicates the operational availability of equipment and it gives the scope for ana
lyzing the planned/unplanned stoppages due to internal causes. If NAI is 80%, av
ailability of equipment for operation is 80% and remaining 20% los s is due to p
lanned/unplanned stoppages due to internal causes. GAI indicates the overall uti
lization of equipment and it gives scope f or analyzing the planned & unplanned
stoppages due to internal and external caus es. If GAI is 60%, utility of equipm
ent is 60% and remaining 40% loss is due to planned/unplanned stoppages due to i
nternal and external causes. Net Availability Index (NAI) and Gross Availability
Index (GAI) Calendar time: = Operating Time + Idle Time + Other Downtime = 24 h
ours x # of days in the period i.e. total time in the period NET AVAILABILITY IN
DEX = {(Operating time + Idle time) / (Calendar time)} 100 GROSS AVAILABILITY IN
DEX = {(Operating time) / (Calendar time)} 100 [NAI > GAI for any equipment] DOW
N TIME ANALYSIS: What is Downtime? - The term downtime is referred to the period
when a system is unavailable. The efficiency of a production facility is linked
directly to the efficiency of the individual machinery that makes up the facili
ty. When machiner y falters, the facility falters; when machinery fails, the fac
ility fails. In a capital-intensive industry such as mining, where a typical Gre
enfield site costs over $450million, the cost of downtime is over $1million per
day. In high commo dity applications such as bottling plants, an hour downtime c
an cost the plant a days profitability. Many of these situations are commonly ex
perienced, and the vast majority of them are avoidable, with the appropriate mon
itoring and analysi s software. Citects Downtime Analysis module provides produce
rs with an intuiti ve tool for monitoring and improving plant utilization and ef
ficiency. By automa tically collecting, storing and analyzing events that lead t
o downtime, plant ma nagers and engineers can proactively and effectively improv
e plant ROA. TYPES OF DOWNTIME:
As shown in the diagram on previous page , there are many types of downtimes, ra
nging from complete production halt, to machinery that is operating below its s
p ecified level, to scheduled stoppages for routine maintenance. All of these co
ns titute Downtime to a manufacturer. All impact production and can be improved
in some manner, even if that means simply scheduling maintenance more efficientl
y. Automated Downtimes are gathered automatically from the control system. Manua
l D owntimes are entered when there are no electronic means of detecting the fai
lure . Aim of Downtime Analysis: The aim of a Downtime Analysis tool is to ident
ify problems and trends within a facility to minimize the impact of failures for
individual machinery, and hence maximize the efficiency of the overall facility
. How it Works: Rules, which are sometimes quite complex, are setup in the Downt
ime Server so th at it can monitor events in the control system. When a rule is
met, a Downtime i s triggered, and as much information as is electronically avai
lable about the Do wntime is logged to the Downtime database. A Downtime Notific
ation is sent to se lected users to pro-actively notify them of the event.

Distribution of total calendar hours: . 1) Planned and Unplanned stoppages due t


o internal causes (other downtime). 2) Equipment Operating Time. 3) Planned and
Unplanned stoppages due to external cause (Idle time). Criterion for registering
time: 1) Operating Time: Requires that the asset is operating and it is fed. 2)
Other Downtime: Equipment is not operating and is not in a condition for imme d
iate start up with feed. 3) Idle Time: Equipment not operating and in a conditio
n for immediate start up with feed. The main criteria whether a stoppage generat
es idle or other downtime ar e the immediate starting availability (without any
further maintenance) of relev ant asset. No idle time can occur during the shutd
own/stoppage for maintenance reas on. Critical examples Kiln is stopped due to p
lant CPP power failure. Other downtime Management decision to stop the Kiln to op
timize the cost (no maintenanc e) Idle time Kiln is stopped for upgrade of ESP to
Bag house Other Downtime Raw mill is down due to kiln shutdowns, and no maintena
nce on raw mill i s doneIdle time for Raw mill Lack of raw meal for KilnDowntime f
or Kiln due to process/ production failure Natural disasters with impact on the
condition of equipment (e.g. floodi ng of the engine room) Other downtime Non-ava
ilability of spares (maintenance materials) Other downtime Heat-up time and cooli
ng time of Kiln (started after and stopped for shu tdown reason respectively) Par
t of other downtime for which the stoppage is t aken. Net OEE: The indicator corre
sponds to the potential performance of a kiln taking into account net Availabili
ty Index, Production Rate Index and Quality Index. Net OEE (%) = Net Availabilit
y Index (%) x Production Rate Index (%) x Quality Index (%) Aggregated Net OEE T
he aggregated values on plant and sub-segment (Group Reporting Unit) levels ar e
calculated by applying the same rule as for a kiln.The Net Availabi lity Index
is replaced by the Aggregated Net Availability Index and the Prod uction Rate In
dex is replaced by the Aggregated Production Rate Index. Aggregated Net OEE Aggr
egated Aggregated Aggregated [%] = Availability * Productio n rate * Quality ind
ex Index [%] in dex [%] [%] Gross OEE The indicator corresponds to the potential
performance of a kiln taking into acc ount Gross Availability Index, Production
Rate Index and Quality Index. Gross OEE (%) = Gross Availability Index (%) x Pr
oduction Rate Index (%) x Qua lity Index (%) Aggregated Net Availability Index A
ggregation of NAI calculated by weighing the NAIs of the kilns by the c orrespon
ding BDPs

Production Rate Index (PRI) Is the actual production volume, in relation to the
theoretically achiev able production with BDP. Calculation The PRI formula can b
e used to calculate and aggregate over time (e.g. d ifferent BDPs), over differen
t clinker types (OR cement types) and over differe nt assets (kilns OR mills). P
roduction Rate index Kilns: It measures the actual production rate over a period
, compared to the BDP. Production Rate Index Example Production rate index (%) =
{ Production rate (t/day)} / { BDP (t/day)} = { 42000 (t) / 20 d} / {232 0 (t/day
) } =90.5% Information: The kiln was operating for 20 days, produced 42000 t, BDP
is 2320 t/day Quality Index (QI): Like any process the kiln may produce product
s of bad quality, but a ba d clinker will ot affect the kiln OEE, indeed all the c
linker produced, bad and good, will be used to make cement. Its just a matter of
proportion you will ad apt to make your cement. It is therefore considered that
the quality for the kiln will always be 100%. Mean Time between Failure (MTBF):
All break downs can be categorized into: Idle Down time. Other down time. Other
downtime can be categorized as Planned downtime (e.g. Maintenance, Major up grad
ations) Unplanned downtime (e.g. Equipment, Process failures). The planned stopp
ages, are categorised as Planned stoppage with maintenance Planned stoppages wit
hout maintenance ( Cement silo full , clinker stock management ) The unplanned s
toppages, are categorised as Unplanned stoppage due to internal reason. Unplanne
d stoppage due to external reason ( Power Failure ) Mean Time Between Failure =
Operating Time(hr) / Frequency Of Unplanned Stoppage Due To Internal Reason
BENCHMARKING STEPS: Benchmarking may be grouped into five steps: planning; analy
sis; integration; ac tion; and implementation and results. These steps are brief
ly described in Figur e below. The continuous improvement is carried out by ensu
ring that the desired results are attained. These results are based on the goals
set at the integratio n stage and can be repeatedly modified to improve perform
ance. CONCLUSION AND FUTURE WORK: A methodology to measure the effectiveness of
the current status of maintenance

management has been presented. Downtime analysis was carried out for CEMENT KILN
and RAW MILL at ACC Plant, Barmana. Monthly downtime analysis determined the mo
stly affected parts and the time required for their repair or replacement. The
d ata was collected to calculate the OEE (overall equipment efficiency) of the e
qu ipments used in raw mill and cement kiln. The OEE determines the effectivenes
s o f the asset or equipment, which thereby determines the timely attention requ
ired for its proper working. Auditing of maintenance for the months June, July,
Augu st, September resulted in respective failure and downtimes for the damaged
equip ments.This basic aim of the auditing for maintenance is to reduce the main
tenanc e cost, by the use of planned maintenance. To be able to achieve a level
of worl d-class maintenance effectiveness, benchmarking has been briefly stated.
This ap proach, if followed, guarantees to a degree that the followers of the m
aintenanc e practice of successful companies can themselves become leaders. Futu
re Work: Similar Downtime Analysis will be done in the coming semester for the m
onths: Ja nuary, February, March and April. Based on the the downtime analysis i
n the 2 se mesters .OEE will be calculated for the assets which will help in ide
ntifying th e potential areas of improvement .According to the modified maintena
nce schedule and the type of maintenance; preferably planned maintenance will be
assured for the particular equipment. Based on the audit results, the objective
should clea rly define the vision of the improved maintenance activity and the
impact it w ill have on the enterprise. REFERENCES [1] Garg, A. and Deshmukh, S.
G., Application and Case Studies Maintenance Manage ment: Literature Review and
Directions, Journal of Quality in Maintenance Engine ering, Vol. 12, No. 3, 2006
, pp. 205-238. [2] Sherwin, D., Review Overall Model for Maintenance Management,
Reliability En gineering and System Safety, Vol. 6, No. 4, 2000, pp. 138-164. [
3] O. Fernandez, A.W. Labib, R. Malmsey, D.J. Petty, A decision support mainte n
ance management system development and implementation, International Journal of
Quality and Reliability Management 20 (8) [4] M. Kans, On the identification and
utilization of relevant data for applying cost-effective maintenance, Thesis fo
r the degree of licentiate, Vaxjo Univer sity, School of Technology and Design, 20
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98), The use of CMMSs to support team-based maintenance, MPhil thesis, Cranfield U
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ng Surveys 3 (1) (2003) 129. [9] Hartman, E.H., Maintenance productivity: why it i
s so low and how to improv e it, in Hartman, E.H. (Ed.), Maintenance Management,
Institute of Industrial E ngineers, Norcross, GA, 1987. [10] Wierman, T., Worldclass Maintenance, Industrial Press, Inc., New York, NY, 1990. [11] Madu, C.N. (
2000), Competing through maintenance strategies, Internationa l Journal of Quality
& Reliability Management, Vol. 17 No. 9, pp. 937-49.

AUDITING FOR MAINTAINANCE IN CEENT INDUSTRY


ABSTRACT In cement industries maintenance cost consumes approximately 20-25% of
the tota l production system, which comes in second rank after the energy cost.
Performin g a periodic maintenance audit is essential in maintaining a profitabl
e business . A maintenance audit answers the following questions: How effective
is your cur rent planned maintenance program? What areas are working? What areas
could be im proved? Continuous improvement can be accomplished by developing th
e necessary t ools for analyzing the audit results .This helps reveal the curren
t maintenance state and identify potential areas for improvement. Therefore ACC
cement plant, taken as a case study represents that cement plants are facing big
challenges on reducing both energy and maintenance costs. In orde r to improve
the maintenance in the ACC plant, auditing of the existing maintena nce system h
ad been conducted, since this step is essential in improving any mai ntenance sy
stem. Maintenance types are like condition based, preventive based, planning bas
ed and breakdown maintenance. Maintenance modifications were selected from the c
alcula tions and questionnaire. A quantitative (statistical) method was used in
order t o determine the weakness points in the existing maintenance system. Base
d upon t his auditing several actions and strategies were put in a medium range
plan to r esolve the problems and improve the system.

INDEX Contents Certificate..2 Acknowledgement..


intenance ...16 2.2.4 Breakdown Maintenance .17 3.
......................21

5.2 Downtime Analysis.....22 5.3Net Availability Index%..............


..... ................................24 5.4Production Rate Index..25
for Kiln.............................. ..........27 6.1.1Kiln Downtime Analysis for
.......................... .........................31 6.1.2Kiln Downtime Analys
is for July.35 6.1.3Kiln Downtime Analysis for August........
to Chart47 6.2 Downtime Analysis for Raw Mill.48
....48 6.2.2 Raw Mill Downtime Analysis for July52 6.2.3 Raw Mill Downtime Anal
ative Downtime Analysis ..60 6.2.5Parreto Chart...64
functions for maintenance management in commonly i ndustries has growing rapidl
y. A lot of researches and publications in the field maintenance decision models
have been published to improve the effectiveness of maintenance process. Produc
tion systems have changed tremendously in recent yea rs. Attention has shifted f
rom economy of scale to economy of scope. Todays mar ket conditions are character
ized by more emphasis on variety, delivery performan ce, and quality. Product li
fe cycles are shrinking. To respond to these new stri ngent requirements, manufa
cturers are turning to high-tech equipment such as fle xible manufacturing syste
ms. They are also adopting new material control methodo logies such as the justin-time philosophy which calls for production systems wo rking without inventory
at all. Set-up and adjustment times are also reduced to a minimum. All these fa
ctors are shifting the focus to maintenance, since unplan ned unavailability of
machines will result in serious problems. This new reality explains the renewed
interest in maintenance and the increased attention it is receiving from managem
ent. Unfortunately, in many organizations maintenance prod uctivity is very low.
However, the maintenance function can no longer be neglect ed. In order to meet
todays challenges; companies must constantly strive for ex cellence in maintenan
ce through serious comprehensive maintenance improvement pr ogram. In order to m
easure the effectiveness of any maintenance system, we need to meas ure its prod
uctivity and identify the areas where improvements can be made. Audi ts are used
to assess the current status of the maintenance system so that appro priate imp
rovement program can be formulated. Auditing a maintenance system uses the follo
wing steps: (1) A survey carried out using a well-designed questionnaire. The qu
estions are aimed at comparing the current practices with what they should be. (
2) Analysis of the data gathered in step 1. (3) Formulation of improvement progr
am based on the analysis of the previous ste

p. The importance of Maintenance in Cement Industries The importance of maintena


nce increases when the grade of automation and mechani zation increases .In ceme
nt manufacturing the equipment at the beginning was not so complicated for the t
echnical point of view and more people were t required to keep the cement produc
tion lines in operation. The maintenance activity in th e cement industry couldnt
influence the productivity so much. It was important to keep equipment running
but the maintenance department couldnt contribute muc h to productivity because t
he quality and quantity of cement was to large extent decided by the skill of th
e workers and his capacity to work fast. In connection with technical developmen
t the importance of maintenance was incre ased as high productivity and quality
can be achieved by mean of well developed and organized maintenance. Maintenance
must be controlled in a way that the equi pment is stopped for maintenance in a
planned stoppage schedule. it Is not accep table if equipment stops unplanned .
to achieve the right productivity and qualit y of product ,it is important to pr
ocure the right equipment from the very begin ning. Maintenance does not start w
hen equipment s delivered and installed, if it starts at an early stage in the p
rojects and the procurement work. There are many reasons why maintenance is beco
ming increasingly importan t I developing countries India .maintenance problems
are rising foe e.g. in the ACC Cement plant barman , half of the production line
s have been operating on av erage for more them 25 years and most of hem are ful
ly automatically controlled. Due to the increase in automation, any breakdown wi
ll have as serious impact on production and measures to minimize and reduce brea
kdowns become a must. Theref ore the main aims of the maintenance activities in
cement plants are to preserve the equipment and installation. in order to achiev
e that all maintenance activi ties should be performed and executed to high stan
dard through accurate planning and scheduling for all resources. The main step i
n doing so is auditing of the existing maintenance system. Actually once the aud
i t factors are mastered the maintenance can begin to analyze its operations muc
h ore closely .New information becomes available that can use o justify decision
s support expansion arguments and provide better service. Maintenance can benefi
t from these measures because these informations are valuable when a manager is f
ighting battle to get more resources and more investment, or making decisions t
h at could affect the future production capacity. CHAPTER 2 LITERATURE SURVEY MA
INTENANCE: 1) The act of maintaining or the state of being maintained. 2) The wo
rk of keeping something in proper condition; upkeep. TOTAL MAINTENANCE MANAGEMEN
T Total maintenance management (TMM) can be defined as a systematic approach to
ma intenance. The maintenance system comprises three subsystems: (1) Maintenance
management; (2) Maintenance operations; (3) Equipment management. The main obje
ctive of TMM is to provide a methodology or framework for improving maintenance
effectiveness continuously. A brief description of each of the subs ystems follo
ws. Maintenance management:

In this section we discuss the main maintenance management areas that have a gre
at impact on maintenance productivity. Organization: A well-designed maintenanc
e department organization is essential to a productive maintenance activity. The
organization chart should be current and complete and should take into consider
ation the following important issues.
1) Appropriate ratio of supervisors to workers; 2) Proper number of planners; 3)
Necessary support functions; 4) Quick maintenance response. Training and motiva
tion. Training is essential to good quality maintenance work. A positive climate
and necessary support (planning, materials, adequate supervi sion) are necessar
y ingredients for employee motivation and, hence, good perform ance. Planner tra
ining. Planning is a key function in a maintenance department. A plan ner should
be well trained to carry out the following functions: 1) Determining job conten
t and duration; 2) Determining work plans using appropriate methods; 3) Determin
ing the number and skill of the workers required for the job; 4) Determining spa
re parts, tools and materials required; 5) Planning and scheduling works orders;
6) Estimating costs. Maintenance control. A thorough maintenance control system
is very important for the identification and control of delays. Such a system i
ncludes: l information on work order status and estimated time versus actual tim
e; 1) Maintenance productivity reports; 2) Charts and graphs showing backlog, ov
ertime, emergency work. This kind of inf ormation allows better labour and cost
control through corrective action based o n facts and the identification of pote
ntial improvement areas. Supervision. Better maintenance productivity and improv
ed quality maintenance wo rk can be achieved through effective supervision. A ma
intenance supervisor shoul d have a planner who relieves him from the planning/s
cheduling function so that he can concentrate on better maintenance management a
nd more supervision of crew s at job sites. The span of supervision must be opti
mal or near optimal. Maintenance operations Work measurement. Planning is an imp
ortant aspect of good maintenance practice. Time standards must be developed so
that proper planning can be carried out. Maintenance scheduling. A maintenance-s
cheduling function combined with the plan ner function deals with day-to-day sch
eduling of works orders. Besides issuing d aily schedules, this function determi
nes the priority of works orders follows up on their progress and keeps track of
backlogs. Appropriate ratio of supervisors to workers; proper number of planner
s necessary support functions; quick mainte nance response. The works order syst
em :A well-designed works order form and procedures are a mu st for maintenance
management. This system provides clear communication between all parties involve
d in a maintenance job request (requester, planner, superviso r, craftsman, and
support unction). It also ensures good documentation of mainte nance work for an
alysis and appropriate action. Materials and tool control :. The maintenance act
ivity requires that tools and p arts are available so that unnecessary delays ar
e avoided. A computerized invent ory control system must be installed and optima
l order quantities must be establ ished. Appropriate interface and co- ordinatio
n procedure between maintenance an d warehouse must be developed.

TYPES OF MAINTENANCE SYSTEMS: 1) 2) 3) 4) Condition Based Maintenance Preventive


Maintenance Planned Maintenance Break down Maintenance
CONDITION BASED MAINTENANCE: Condition-based maintenance was introduced to try t
o maintain the correct equip ment at the right time. CBM is based on using realtime data to prioritize and o ptimize maintenance resources. Observing the state
of the system is known as con dition monitoring. Such a system will determine t
he equipment s health, and act only when maintenance is actually necessary. Deve
lopments in recent years have a llowed extensive instrumentation of equipment, a
nd together with better tools fo r analyzing condition data, the maintenance per
sonnel of today are more than eve r able to decide what is the right time to per
form maintenance on some piece of equipment. Ideally condition-based maintenance
will allow the maintenance person nel to do only the right things, minimizing s
pare parts cost, system downtime an d time spent on qui maintenance. How does Co
ndition Monitoring work? Condition Monitoring relies on the fact that most failu
res do not occur instantaneous, but rather over time. At the beginning of a fail
ure, the magnitude may be so small that it is un-detectable. At some point, howe
ver, the magnitude reaches a level in which it is mea sureable. Once observed, t
he equipment can still function as maintenance prepares for correction. If not c
orrected, the component will fail completely.
P-F Interval:
PREVENTIVE MAINTENACE: To avoid the problems of correcting unfortunate situation
s that have already ari sen, many try to maintain equipment before it fails. By
doing this, the goal is to avoid failure, unnecessary production loss and HSE vi
olation. As you cannot p ossibly maintain your equipment at all times you need s
ome way to decide when it is proper to perform maintenance. Normally this is don
e by deciding some inspec tion/maintenance intervals, and sticking to this inter
val more or less affected by what you find during these activities. The result o
f this is that most of the maintenance performed is unnecessary; it even adds su
bstantial wear to the equi pment. Also, you have no guarantee that the equipment
will continue to work even if you are maintaining it according to the maintenan
ce plan. Cost-effective maintenance tasks carried out at predetermined intervals
to chec k the current physical condition, to reduce probability and/or impact of
a failu

re in operation, or to maintain a desired level of performance of equipment. Prev


entive Maintenance Level Walk by inspections Lubrication Preventive Maintenance
Routines (PMRs) 1) Walk by inspections:
Walk-by inspections use our human senses to monitor the condition of our equipme
nt . This inspection is the first line of defense, in catching many d ifferent ty
pes of problems. It is inexpensive only manpower and minor tools r equired. It i
s simple easily completed by personnel with experience, sound basic knowledge an
d a good dose of common sense.
2) Lubrication: The purpose of lubrication is: a. reduce friction and wear b. co
oling c. save energy d. help to reach the life expectancy of the component under
friction e. prevent corrosion f. Lower maintenance costs. Why is lubrication so
important? Lubricants are commonly referred to as the lifeblood of machines and e
quipment If we treat lubricants the same way we do with our blood, we can fix p
ro blems in the early stages of development before they become worse and cause p
erm anent equipment damage Problems can be avoided in the first place when we ap
ply the right tools and procedures for lubrication. 3) PMR(PREVENTIVE MAINTENANC
E ROUTINE): The maintenance carried out at predetermined intervals and intended
to reduce th e probability of failure or the performance degradation of an item.
Tasks carried out at fixed frequencies (e.g. hours, days) Ball mill liner thick
ness measurement every three months Bearing regreasing every 1000 operating hours
3)PLANNED MAINTENANCE: The Planned Maintenance is a paper /Software based system
which allows ship owne rs and/or operators of vessel/ship maintenance in interv
als according to manufac turers and class/Classification society requirements. T
he maintenance, primarily supervised by the on board personnel, is then credited
towards inspections requ ired by periodic surveys. The planning and scheduling
of the maintenance, as wel l as its documentation, must be made according to a s
ystem that is approved by C lassification society like Germanischer Lloyd, Lloyd
s Register or Bureau Verita s etc.Which is now mandatory as per ISM (Internatio
nal Safety Management Code). ADVANTAGES OF PLANNED MAINTENANCE: 1. Releases fron
t-line foremen from major planning duties and allows them m ore time to supervis
e their crews.

2. Provides procedures to plan, execute, monitor and control maintenance re sour


ces. 3. Reduces delays in waiting for men, material, tools after a job is in pro
gress. 4. Provides for systematic collection of materials prior to planned jobs
. 5. Provides procedures to implement and continue a PM program. 6. Provides a c
ommunication link between maintenance and operations. 7. Provides a daily plan f
or front-line supervisors. 8. Allows hourly employees to be 100% work loaded. 9.
Helps field repairs coordinate work with shop and construction forces. 10. Perf
ormance reporting allows upper management to judge maintenance progr ess. 11. Re
duces the time required for critical shutdowns or overhauls. 12. Reduces mainten
ance costs. 13. Provides a tool for operations to assign priorities. 14. Reduces
emergency breakdowns. 4) Break Down Maintenance:
Breakdowns in industrial manufacturing systems can have significant impact on th
e profitability of a business. Expensive production equipment is idled, labor i
s no longer optimized, and the ratio of fixed costs to product output is negativ
e ly affected. Rapid repair of down equipment is critical to business success; t
he process of addressing equipment breakdowns after occurrence is known as Corre
ct ive Maintenance and exists in some form in all manufacturing companies. Howev
er, when equipment breakdowns occur the cost can go well beyond the period of re
pai r. Often process lines require significant run-time after startup to begin p
rodu cing quality product, and the manufactured goods in process at breakdown as
well as the goods manufactured for a period after breakdown may either be unusa
ble o r of less value. Because of the impact both during and beyond the immediat
e down time, businesses have sought to prevent equipment breakdown by a process
known a s Preventative Maintenance. With preventative maintenance equipment is r
outinely inspected and serviced in an effort to prevent breakdowns from occurrin
g. Such inspections are based on either calendar periods or equipment process ti
me, and generally include recorded data that can be compared over time to determ
ine if n egative shifts indicate an imminent equipment problem. Breakdown mainte
nance implies that repairs are m ade after the equipment is out of order and it
cannot perform its normal functio n any longer, e.g., an electric motor of a mac
hine tool will not start, a belt i s broken, etc. Under such conditions, product
ion department calls on the mainte nance department to rectify the defect. The m
aintenance department checks into t he fault and makes the necessary repairs. Af
ter removing the fault, maintenance engineers do not attend the equipment again
until another failure or breakdown occurs. Breakdown maintenance practice is eco
nomical for those (non-critical) equipments whose downtime and repair costs are
less this way than with any other type of maintenance. Breakdown type of mainten
ance involves little administrati ve work, few records and a comparative small s
taff. There is no planned interfer ence with production program. CEMENT KILN Cem
ent kilns are used for the pyroprocessing stage of manufacture of Portland an d
other types of hydraulic cement, in which calcium carbonate reacts with silica bearing minerals to form a mixture of calcium silicates. Over a billion tones o
f cement are made per year, and cement kilns are the heart of this production pr
ocess: their capacity usually define the capacity of the cement plant. As the m
a in energy-consuming and greenhouse-gasemitting stage of cement manufacture, imp
rovement of their efficiency has been the central concern of cement manufacturi
n gtechnology.

Principle of Operation The kiln is a cylindrical vessel, inclined slightly to th


e horizontal, which is rotated slowly about its axis. The material to be process
ed is fed into the uppe r end of the cylinder. As the kiln rotates, material gra
dually moves down toward s the lower end, and may undergo a certain amount of st
irring and mixing. Hot ga ses pass along the kiln, sometimes in the same directi
on as the process material (co-current), but usually in the opposite direction (
counter-current). The hot gases may be generated in an external furnace, or may
be generated by a flame in side the kiln. Such a flame is projected from a burne
r-pipe (or "firing pipe") w hich acts like a large Bunsen burner. The fuel for t
his may be gas, oil or pulve rized coal. The basic components of a cement kiln a
re the shell, the refractory lining, supp ort tires and rollers, drive gear and
internal heat exchangers.
ROTARY KILN HORIZONTAL RAW MILL:-It is used for grinding raw material. It consis
ts of two chambers separated by a diaphragm. The whole mill is provided with met
allic liners. First chamber cont ains spherical balls of large diameter as compa
red to second chamber, which has balls of different sizes. The material and hot
air is fed to the first chamber a nd grounded material, outputted through second
chamber is fed to the air separat or through bucket elevator. Here the fines ar
e separated from coarse and are tak en to the blending & storage silo, whereas c
oarse particles are fed back to the mill. Sensors used are sound pressure level,
vibration sensor, RTD for temp. Main parts of Raw Mill: Grinding Media : Grindi
ng of coarse particles. Moderate impact and abrasion leads to d shape resu lting
in improper grinding Diaphragm : Permitting the fine particles.Jamming of chips
in slot decrease the permeability of the diaphragm. Gear Box : Changes the toqu
e. Ball Mill lining Plates : Preventing mill wear. Impact of ball and material l
eads to wearing out of the li ning material present inside the mill. Trunion Bea
ring : Bear load of ball mill.setting of mud in jackets lead to the improper ell
iptical movement of the roller material.
CHAPTER 3 METHODOLOGY OEE CONCEPT: In order to maximize the worth of the equipme
nt installed and its function to bu siness requirements, It must be available &
utilized for operation Availability Index (AI)


It must be productive to its capacity Production Rate Index (PRI) It must produce
quality product to accept Quality Index (QI) OEE (%) = Availability Index (%) x
Production Rate Index (%) x Quality Index (%) OEE measures the effectiveness of
an asset (equipment). Availability Index (AI): The indicator purpose is to measu
re the total time for which the equipme nt could potentially be operated. Net Ava
ilability Index (NAI) This also measures the actual utilization of the asset rel
ated to total calendar time. Gross Availability Index (GAI) NAI indicates the ope
rational availability of equipment and it gives the scope for analyzing the plan
ned/unplanned stoppages due to internal causes. If NAI is 80%, availability of e
quipment for operation is 80% and remaining 20% los s is due to planned/unplanne
d stoppages due to internal causes. GAI indicates the overall utilization of equ
ipment and it gives scope f or analyzing the planned & unplanned stoppages due t
o internal and external caus es. If GAI is 60%, utility of equipment is 60% and
remaining 40% loss is due to planned/unplanned stoppages due to internal and ext
ernal causes. Net Availability Index (NAI) and Gross Availability Index (GAI) Ca
lendar time: = Operating Time + Idle Time + Other Downtime = 24 hours x # of day
s in the period i.e. total time in the period NET AVAILABILITY INDEX = {(Operati
ng time + Idle time) / (Calendar time)} 100 GROSS AVAILABILITY INDEX = {(Operati
ng time) / (Calendar time)} 100 [NAI > GAI for any equipment] DOWN TIME ANALYSIS
: What is Downtime? - The term downtime is referred to the period when a system
is unavailable. The efficiency of a production facility is linked directly to th
e efficiency of the individual machinery that makes up the facility. When machin
er y falters, the facility falters; when machinery fails, the facility fails. In
a capital-intensive industry such as mining, where a typical Greenfield site co
sts over $450million, the cost of downtime is over $1million per day. In high co
mmo dity applications such as bottling plants, an hour downtime can cost the pla
nt a days profitability. Many of these situations are commonly experienced, and
the vast majority of them are avoidable, with the appropriate monitoring and ana
lysi s software. Citects Downtime Analysis module provides producers with an intu
iti ve tool for monitoring and improving plant utilization and efficiency. By au
toma tically collecting, storing and analyzing events that lead to downtime, pla
nt ma nagers and engineers can proactively and effectively improve plant ROA. TY
PES OF DOWNTIME:
As shown in the diagram on previous page , there are many types of downtimes, ra
nging from complete production halt, to machinery that is operating below its s
p ecified level, to scheduled stoppages for routine maintenance. All of these co
ns titute Downtime to a manufacturer. All impact production and can be improved
in some manner, even if that means simply scheduling maintenance more efficientl
y. Automated Downtimes are gathered automatically from the control system. Manua
l D owntimes are entered when there are no electronic means of detecting the fai
lure . Aim of Downtime Analysis: The aim of a Downtime Analysis tool is to ident
ify problems and trends within a facility to minimize the impact of failures for
individual machinery, and hence maximize the efficiency of the overall facility
. How it Works: Rules, which are sometimes quite complex, are setup in the Downt
ime Server so th at it can monitor events in the control system. When a rule is
met, a Downtime i s triggered, and as much information as is electronically avai
lable about the Do wntime is logged to the Downtime database. A Downtime Notific
ation is sent to se

lected users to pro-actively notify them of the event. Distribution of total cal
endar hours: . 1) Planned and Unplanned stoppages due to internal causes (other
downtime). 2) Equipment Operating Time. 3) Planned and Unplanned stoppages due t
o external cause (Idle time). Criterion for registering time: 1) Operating Time:
Requires that the asset is operating and it is fed. 2) Other Downtime: Equipmen
t is not operating and is not in a condition for imme diate start up with feed.
3) Idle Time: Equipment not operating and in a condition for immediate start up
with feed. The main criteria whether a stoppage generates idle or other downtime
ar e the immediate starting availability (without any further maintenance) of r
elev ant asset. No idle time can occur during the shutdown/stoppage for maintena
nce reas on. Critical examples Kiln is stopped due to plant CPP power failure. Ot
her downtime Management decision to stop the Kiln to optimize the cost (no maint
enanc e) Idle time Kiln is stopped for upgrade of ESP to Bag house Other Downtime
Raw mill is down due to kiln shutdowns, and no maintenance on raw mill i s doneId
le time for Raw mill Lack of raw meal for KilnDowntime for Kiln due to process/ p
roduction failure Natural disasters with impact on the condition of equipment (e
.g. floodi ng of the engine room) Other downtime Non-availability of spares (main
tenance materials) Other downtime Heat-up time and cooling time of Kiln (started
after and stopped for shu tdown reason respectively) Part of other downtime for whi
ch the stoppage is t aken. Net OEE: The indicator corresponds to the potential p
erformance of a kiln taking into account net Availability Index, Production Rate
Index and Quality Index. Net OEE (%) = Net Availability Index (%) x Production
Rate Index (%) x Quality Index (%) Aggregated Net OEE The aggregated values on p
lant and sub-segment (Group Reporting Unit) levels ar e calculated by applying t
he same rule as for a kiln.The Net Availabi lity Index is replaced by the Aggreg
ated Net Availability Index and the Prod uction Rate Index is replaced by the Ag
gregated Production Rate Index. Aggregated Net OEE Aggregated Aggregated Aggrega
ted [%] = Availability * Productio n rate * Quality index Index [%] in dex [%] [
%] Gross OEE The indicator corresponds to the potential performance of a kiln ta
king into acc ount Gross Availability Index, Production Rate Index and Quality I
ndex. Gross OEE (%) = Gross Availability Index (%) x Production Rate Index (%) x
Qua lity Index (%) Aggregated Net Availability Index Aggregation of NAI calcula
ted by weighing the NAIs of the kilns by the c orresponding BDPs

Production Rate Index (PRI) Is the actual production volume, in relation to the
theoretically achiev able production with BDP. Calculation The PRI formula can b
e used to calculate and aggregate over time (e.g. d ifferent BDPs), over differen
t clinker types (OR cement types) and over differe nt assets (kilns OR mills). P
roduction Rate index Kilns: It measures the actual production rate over a period
, compared to the BDP. Production Rate Index Example Production rate index (%) =
{ Production rate (t/day)} / { BDP (t/day)} = { 42000 (t) / 20 d} / {232 0 (t/day
) } =90.5% Information: The kiln was operating for 20 days, produced 42000 t, BDP
is 2320 t/day Quality Index (QI): Like any process the kiln may produce product
s of bad quality, but a ba d clinker will ot affect the kiln OEE, indeed all the c
linker produced, bad and good, will be used to make cement. Its just a matter of
proportion you will ad apt to make your cement. It is therefore considered that
the quality for the kiln will always be 100%. Mean Time between Failure (MTBF):
All break downs can be categorized into: Idle Down time. Other down time. Other
downtime can be categorized as Planned downtime (e.g. Maintenance, Major up grad
ations) Unplanned downtime (e.g. Equipment, Process failures). The planned stopp
ages, are categorised as Planned stoppage with maintenance Planned stoppages wit
hout maintenance ( Cement silo full , clinker stock management ) The unplanned s
toppages, are categorised as Unplanned stoppage due to internal reason. Unplanne
d stoppage due to external reason ( Power Failure ) Mean Time Between Failure =
Operating Time(hr) / Frequency Of Unplanned Stoppage Due To Internal Reason
BENCHMARKING STEPS: Benchmarking may be grouped into five steps: planning; analy
sis; integration; ac tion; and implementation and results. These steps are brief
ly described in Figur e below. The continuous improvement is carried out by ensu
ring that the desired results are attained. These results are based on the goals
set at the integratio n stage and can be repeatedly modified to improve perform
ance. CONCLUSION AND FUTURE WORK:

A methodology to measure the effectiveness of the current status of maintenance


management has been presented. Downtime analysis was carried out for CEMENT KILN
and RAW MILL at ACC Plant, Barmana. Monthly downtime analysis determined the mo
stly affected parts and the time required for their repair or replacement. The
d ata was collected to calculate the OEE (overall equipment efficiency) of the e
qu ipments used in raw mill and cement kiln. The OEE determines the effectivenes
s o f the asset or equipment, which thereby determines the timely attention requ
ired for its proper working. Auditing of maintenance for the months June, July,
Augu st, September resulted in respective failure and downtimes for the damaged
equip ments.This basic aim of the auditing for maintenance is to reduce the main
tenanc e cost, by the use of planned maintenance. To be able to achieve a level
of worl d-class maintenance effectiveness, benchmarking has been briefly stated.
This ap proach, if followed, guarantees to a degree that the followers of the m
aintenanc e practice of successful companies can themselves become leaders. Futu
re Work: Similar Downtime Analysis will be done in the coming semester for the m
onths: Ja nuary, February, March and April. Based on the the downtime analysis i
n the 2 se mesters .OEE will be calculated for the assets which will help in ide
ntifying th e potential areas of improvement .According to the modified maintena
nce schedule and the type of maintenance; preferably planned maintenance will be
assured for the particular equipment. Based on the audit results, the objective
should clea rly define the vision of the improved maintenance activity and the
impact it w ill have on the enterprise. REFERENCES [1] Garg, A. and Deshmukh, S.
G., Application and Case Studies Maintenance Manage ment: Literature Review and
Directions, Journal of Quality in Maintenance Engine ering, Vol. 12, No. 3, 2006
, pp. 205-238. [2] Sherwin, D., Review Overall Model for Maintenance Management,
Reliability En gineering and System Safety, Vol. 6, No. 4, 2000, pp. 138-164. [
3] O. Fernandez, A.W. Labib, R. Malmsey, D.J. Petty, A decision support mainte n
ance management system development and implementation, International Journal of
Quality and Reliability Management 20 (8) [4] M. Kans, On the identification and
utilization of relevant data for applying cost-effective maintenance, Thesis fo
r the degree of licentiate, Vaxjo Univer sity, School of Technology and Design, 20
05. [5] L. Swanson, Computerized maintenance management systems: a study of syst
ems design and use, Production and Inventory Management Journal 38 (2) (1997) 111
6. [6] P. Johnson, Towards a holistic understanding of disruptions in operations
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