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Unit–I
Objectives of maintenance-types of maintenance–Breakdown,preventive and predictive
maintenance- Repair cycle-Repair Complexity,Lubrication and Lubricants.Maintenance
of Mechanical transmission systems and process plants.(12hours)
Unit–II
Predictive Maintenance-vibration and noise as maintenance tool-wear debris analysis-
Condition monitoring concepts applied to industries-Total Productive
Maintenance(TPM) -Economics of Maintenance-Computer aided maintenance.
(12 hours)
Unit–III
Reliability:Definition,concept of reliability based design,failure rate,MTTF,MTBF,failure
pattern,system reliability:Series,Parallel and Mixed configurations-Availability and
Maintainability concepts-Applications.(12hours)
Unit–IV
Safety and productivity-causes of accidents in industries–accident reporting and
investigation-measuring safety performance-Safety organizations and functions-
Factories act and rules.(12hours)
Unit–V
Safety Codes and Standards-General Safety considerations in Material Handling
equipments-Machine Shop machineries-pressure vessels and pressurized pipelines–
welding equipments–operation and inspection of extinguishers–prevention and spread
of fire–emergency exit facilities. (12hours)
Text Books :
1.P.Gopalakrishnan-
MaintenanceandSparepartsManagement,PrenticeHallofIndiaPvt.Ltd.,New Delhi, 1990.
2.L.S.Srinath -Reliability Engineering,AffiliatedEast West press, 2003
3. RollandP.Blake -Industrial Safety, PrenticeHall of India Pvt.Ltd., New Delhi,1973.
Reference Books:
1.R.C.MishraandK.Pathak,MaintenanceEngineeringandManagement,PrenticeHall of
India Pvt. Ltd.,NewDelhi, 2002.
2.H.P.Garg, IndustrialMaintenance,S Chand& Co Ltd.,New Delhi, 1990.
3.E.Balagurusamy,ReliabilityEngineering,PrenticeHallofIndiaPLtd.,NewDelhi,2003.
Unit – I
Objectives of maintenance – types of maintenance –Breakdown,preventive and
predictive maintenance - Repair cycle -Repair Complexity, Lubrication and
Lubricants.Maintenance of Mechanical transmission systems and process plants.
1.2Maintenance Objectives:
Maintain the capability of the company's assets to perform their designed
function thereby increasing shareholder value by maximizing the company's
return on assets.
Even though maintenance engineering and maintenance have the same end objective
or goal (i.e., mission-ready equipment/item at minimum cost), the environments under
which they operate differ significantly. More specifically, maintenance
engineering is an analytical function as well as it is deliberate and
methodical.Incontrast,maintenance is a function that must be performed under
normally adverse circumstances and stress, and its main objective is to rapidly restore
the equipment to its operational readiness state using available resources.
Nonetheless, the contributing objectives of maintenance engineering include: improve
maintenance operations, reduce the amount and frequency of maintenance, reduce the
effect of complexity, reduce the maintenance.
1.2.1MAINTENANCETERMS
1.2.1.4 Maintenance plan: document that outlines the management and technical
procedure to be employed to maintain an item; usually describes facilities, tools,
schedules, and resources
1.2.2MAINTENANCEFUNCTIONS
Maintain and carry out repair of buildings, utilities and allied equipment.
1.3.1 Corrective maintenance: The set of tasks is destined to correct the defects to
be found in the different equipment and that are communicated to the maintenance
department by users of the same equipment.
1.3.3 Predictive Maintenance: It pursues constantly know and report the status and
operational capacity of the installations by knowing the values of certain variables,
which represent such state and operationalability.To apply this maintenance, it is
necessary to identify physical
variables(temperature,vibration,powerconsumption,etc.).Which variation is indicative
of problems that may be appearing on the equipment. This maintenance it is the most
technical, since it requires advanced technical resources, and at times of strong
mathematical, physical and / or technical knowledge.
Thereareanumberofcoststhatcanbeassociatedwithabreakdownmaintenancepolicy
.Sinceanycomponentcanfailatanytimeunderthisapproach,amaintenancestaffmus
tbereadytodomanydifferenttypesofrepairs.
Thiscaninvolvemaintainingastockofreplacementpartsforeverypieceofequipmenton
site,orelsepayingforrushshippingonnewcomponentsastheoldonesfail.Therearetypi
callyalsocostsassociatedwithdowntime,sothisapproachtomaintenanceisnotwell-
suitedtoanybusinessoperationthatwouldsufferlargemonetarylosses
fromthesuddenfailure of anygivenpiece ofequipment.
Apolicyofbreakdownmaintenanceissometimesinstitutedwhenafacilityorbusinessh
asbeenscheduledtoclose.Thisisoftenacalculatedrisk,sincethedecisionassumestha
ttheequipmentwillcontinue runninglong enough forthefacilityto beclosed down.
1.5 PreventiveMaintenance
1.6 PredictiveMaintenance
Predictivemaintenancecanbedefinedasfollows:
Measurementsthatdetecttheonsetofsystemdegradation(lowerfunctionalstate),t
herebyallowingcausalstressorstobeeliminatedorcontrolledpriortoanysignifican
tdeterioration inthe componentphysicalstate.
Resultsindicatecurrentandfuturefunctionalcapability.Basically,predictivemai
ntenancediffersfrompreventivemaintenancebybasingmaintenanceneedonthea
ctualconditionofthemachineratherthanonsomepresetschedule.Youwillrecallth
atpreventivemaintenanceistime-based. Activitiessuchas changing lubricant
arebased on time,
likecalendartimeorequipmentruntime.Forexample,mostpeoplechangetheoilint
heirvehiclesevery3,000to5,000milestraveled.Thisiseffectivelybasingthe
oilchange needsonequipment
Advantages
• Increasedcomponentoperational life/availability.
• Decreaseinequipment orprocessdowntime.
• Betterproductquality.
• Energysavings.
• Estimated 8% to 12%costsavingsoverpreventive
maintenanceprogram.Disadvantages
repairoverhaulinvolvesofmechanical,plumbingorelectricaldevice
shoulditbecomeoutoforderorbroken(knownasrepair,unscheduled,orcasualtymainten
ance).Italsoincludesperformingroutineactionswhichkeepthedeviceinworkingorder(kn
ownasscheduledmaintenanceorpreventtroublefromarising(preventivemaintenance).
MROmaybedefinedas,"Allactionswhichhavetheobjective ofretaining orrestoring an
item inor to astate inwhich it canperform
itsrequiredfunction.Theactionsincludethecombinationofalltechnicalandcorrespondin
gadministrative,managerial, and supervisionactions.
1.8 Lubricants
Anymaterialsusedtoreducefrictionwearingsurfacewithhighcoefficientoffrictionby
establishinglow-viscousfilmarecalledlubricants.Lubricantsareavailable in solid
andgaseous forms.
1.9 lubrications
MechanismofLubrication:Thephenomenonoflubricationcanbeexplainedwiththehelpof
thefollowingmechanism;(a)Thick-Filmlubrication(Fluid-
Filmorhydrodynamiclubrication)(b)ThinFilmlubrication(Boundarylubrication)and(c)
ExtremePressurelubrication
1.9.1 Thick-Filmlubrication:
Inthis,moving/slidingsurfacesareseparatedfromeachotherbyathickfilmoffluid(
atleast1000 A°thick),sothat directsurfacetosurfacecontactand welding of
weldingofjunctionsrarelyoccurs.
Thelubricantfilmcovers/fillstheirregularitiesofmoving/slidingsurfacesandform
sathicklayerbetweenthem,sothatthereisnodirectcontactbetween the material
surfaces.
Thisconsequentlyreducesfriction.Thelubricantchosenshouldhavetheminimu
mviscosity(toreducetheinternalresistancebetweentheparticlesofthelubricant)u
nderworkingconditionsandatthesametime,itshouldremainin place
andseparate the surfaces.
Hydrocarbonoils(mineraloilswhicharelowermolecularweighthydrocarbonswith
about12to50carbonatoms)areconsideredtobesatisfactorylubricantsforthick-
filmlubrication.Inordertomaintaintheviscosityoftheoilinallseasonsofyear,ordin
aryhydrocarbonlubricantsare blendedwith selected long chain polymers.
1.9.2 ThinFilmlubrication:
1.9.3 ExtremePressurelubrication:
Whenthemoving/slidingsurfacesareunderveryhighpressureandspeed,a high
localtemperature is attained under suchconditions, liquid lubricantsfailto
stick andmaydecompose andevenvaporize.
Tomeettheseextremepressureconditions,specialadditivesareaddedtominerals
oils.These are calledextremepressureadditives.
Theseadditivesformmoredurablefilms(capableofwithstandingveryhighloadsan
dhightemperatures)onmetalsurfaces.Importantadditivesareorganiccompound
shavingactiveradicalsorgroupssuchaschlorine(asinchlorinatedesters),sulphur
(asinsulphurizedoils)orphosphorus(asintricresylphosphate).Thesecompounds
reactwithmetallicsurfaces,atexistinghightemperatures,toformmetallicchloride
s,sulphidesorphosphides.
Itisessentialanddesirabletohavegearswithlengthyandsatisfactorylifeperiod.inor
dertoachievethis,itwillbebettertoscheduleaneffectivemaintenanceprograms. If
oilleakage issensed, the unit should be shutdown.
Thiscausetotracedandcorrectiveactiontobeinitiatedandalsotheoilleveltobechecked.Iti
snecessarytoshutdownforaperiodofmorethanaweekandtheunitshouldrunatleast10mi
nuteseachweekwhenitisidle.Thismayhelptokeepgearsandbearingscoatedwithandprev
entrustingduetocondensationofmoisture.Itistheusualexperiencewithasetofgearsinag
earunit.Assumingproperdesign,manufacture,applicationandoperationthatwillbeiniti
alrunningperiodduringwhichifthegearsareproperlylubricatedandnotoverloadedtheco
mbinedactionofrollingandslidingoftheteethmaysmoothandhighpolishundercontinue
dproperconditionsofoperation,gearteethwilltheshowlittleorno sign of wear.
Theguidewaysareapartofmachinetoolswhichareusedtooffersmoothsliding
motionbetweenthematingsurfaceandtowithstandheavyloadduringmachiningoperatio
n.Properdesignandmanufactureofguidewayshelpstomaintain/achieveverygoodgeome
tricdimensioningandtolerancingofthejobbeing produced.To havebetterand
satisfactoryperformanceof slideways bearing
Sincetheslidingsurfacemovesandcoveronlyaportionoftotallengthoftheguideways,itisnat
uralthatwearcharacteristicmaynobesameoverthelength.Andalsowearoccursonthesliding
surfaceandguidewaysmaybeduetoanyofthefollowingreason
Sothemaintenanceofguidewaysinvolvesperiodicalinspectionofguidingsurfaceand proper
measuring ofdevelopingwear patternbased on these observation repairingactivity
shouldbe performed.If thelevel of wear exceeds thepermitted limit.
Bearingsaremechanicalelements,whichhelptohavefrictionlessshaftrotation.Thetw
obasiccategoriesofbearingsareplainbearingsandrollingbearings.plainbearingsaredesigne
dtosupportwhichrotatesoscillateorreciprocates.eventhoughitlookssimpleandleastexpens
iveofmechanicalcomponents,itwillavailableinwiderange.Theproblemscouldbeavoidedbyp
roperselection,properhandlingand maintenance. The life of arolling contact bearing is
defined as thetotal numberofrevolutionsbefore flanking occurs.
2.2 vibrationandnoiseasmaintenancetool
Vibration
Hand-arm vibration is vibrationtransmitted fromwork processesinto
workers’handsandarms.It can becaused byoperatinghand-heldpowertools, such
asroadbreakers,andhand-guidedequipment, such as poweredlawnmowers,
orbyholdingmaterials beingprocessed by machines, such aspedestal grinders.
LevelsofVibrationrisk:
Highrisk -above
theExposureLimitValue(ELV)Employeeswho
regularlyoperate:
Hammer actiontoolsfor more than aboutone hourperday; or
Some rotary andotheraction toolsfor morethan about four hoursper
day.Mediumrisk- above the Daily ExposureActionValue (EAV)
Employeeswho regularly operate:
Hammer actiontoolsfor more than about15minutes perday;or
Some rotary andotheraction toolsfor morethan aboutone hourper day.Employees in
thisgroup are likelyto beexposed above the exposureaction value setout in
theRegulations
Workstationdesign –Vibration
Managementshouldassist in improving thedesignof workstations to minimise loadson
employees’hands,wrists, andarmscaused by poorposture;
Devicessuch as jigsandsuspension systems shouldbe considered inorder
toreducethe need to grip heavy tools tightly
Clothing-Vibration
All employees shall beprovided withprotective clothingwhen necessary
tokeepthemwarm and dry.Thiswillencourage good bloodcirculation
HealthEffectsandSurveillance
EstateDevelopmentServicemustprovidehealthsurveillanceforallemployeeswho,despite
action tocontrol the risk,are likelytobe regularlyexposed abovethe exposurelevels
orareconsidered to be at riskfor anyother reason.
Whenhandheldvibratorypowertools,equipmentandplantareused,withoutsuitablecontrols
,thereisapossibilityofemployeesusingthesetoolsandequipmentonaregularbasisofcontract
ing“hand-
armvibrationsyndrome”(HAVS)commonlyknownasVibrationWhiteFinger(VWF).Whenthis
equipmentisusedtheriskassessmentshoulddetailwhatcontrolsareinplacetoreducetherisk
ofinjury.Frequentusersofthisequipmentshouldbemonitoredorundertakeregularhealthch
ecks
2.3weardebrisanalysis
Weargeneratesdebris.Thedebriscomesinawidevarietyofsizesandshapes.Weardebristurns
motoroilblack.Youcanseeitonyourhandsifyoushakehandswithyourgaragemechanic.Theb
lackinusedoilislikeapigment—itisnanometer-sizecolloidalmetalparticles (and
carbon)suspended in theoil.
Ifyoutakeanoilfilterapart,youwillfindothertypesofweardebris.Someareshinymetalparticle
s
Wear DebrisAnalysis
Thebasicprincipleofoperationissimple.Arepresentativesampleofoilistestedthroughthe
following cycle.
1. Obtain anoil sample fromamachine.
2. Inthe laboratorytake a measured amountof the fluid anddepositintoa
cleanbeaker. The sampleis thendiluted with asolvent
3. Drawthe samplethrough a membrane filter or use a magnetic
separationtechniquesuchas the rotaryparticledepositor to separate the solids
fromthefluid.
4. The amountof ferrous wear isquantifiedby means of adebrisanalyser such
asthePQ2000 manufacturedby SwanseaTribologyCentre.
5. Visuallyanalyse the debrisat100x magnificationundera reflected
lightmicroscopequantifying the following parameters
Type ofparticle(relating to themechanismof removal)o
Averageparticlessize
oMaximum particlesizeo
Contamination index
Theseparametersarethentrendedinacustomdesignedsoftwarepackageandthediagnosticia
nawards the unita Health Status.The health status
isasingleparameterwhichgivestheunitalevelofthreat.(Healthstatusisaparameterbetween1
-5with1 being a healthy machine and5 being a
machinewhichisimminentlythreatenedwithfailure.)
6. Repeattheprocedure at a decided time interval.
VisualandMicroscopicExaminationofthe DebrisSamples
Visualandmicroscopicexamination ofthe sampleis asimportant a
sourceofinformationastheregular testingof the debrissamples.
2.4Conditionmonitoringconceptsappliedtoindustries
Asastartingpointforanydiscussiononconditionmonitoringitisusefultodefinewhatismeant
bytheterm,andtodescribehowitrelatestoothertechniquesusedinthe operationand
maintenance of machines,suchas alarmandshut down systems ormethodsfor failure
andprobleminvestigation.
Well-
performedmaintenanceimpliesseeingasfewcorrectivemaintenanceactionsaspossiblewhile
performingaslittlepreventivemaintenanceaspossible.Thismightseemasautopia,butduring
thepastdecadesstrategiesandconceptshaveevolvedforsupport.Oneoftheseisconditionbas
edmaintenance.Inconditionbasedmaintenance,criticalitemcharacteristicsaremonitored(t
hrough,forexample,vibration ortemperature monitoring) inorder to gainearly
indicationsofan incipient failure. Research, though, hasshown that
conditionbasedmaintenance hasnot beenimplementedona wide
basis.Therefore,thepurposeofthisresearch is to investigatehowa condition
basedmaintenanceapproachcan beimplemented in anindustrial setting, andto developa
methodthat can
assistcompaniesintheirimplementationefforts.Further,theresearchhasbeendividedinthr
eeresearchquestions.Thefirstfocusesonconditionbasedmaintenanceasanapproach;
seekingconstituents
essentialtotakeintoconsiderationwhenimplementingtheapproach.Thesecondfocuses
onthedecision-makingprocessprioranimplementationcan
commence.Finally,thethirdfocusesontheimplementationoftheconditionbasedmaintenan
ceapproach in acompany
Byusingasystemsapproachandacasestudyprocess,howconditionbasedmaintenancecanb
eimplementedasaroutinehasbeeninvestigated.Theresultisanimplementationmethodinwh
ichfoursuggestedphasesarepresented.Themethodstartswithafeasibilitytest.Itthencontin
ueswithananalysisphase,animplementationphase,andanassessmentphase.Thesestepsar
etakeninorder,forexample,to investin theproper conditionbased maintenance
PREPARED BYA.BHOJANA/PDEPARTMENT OFMECHENGG (ACET) Page17
approachandtoimplementitgradually.Theconclusionscanbesummarizedasfollows:imple
menting conditionbasedmaintenanceconsistsofmanygeneral
enablingfactors,includingmanagementsupport, educationandtraining,
goodcommunication,and motivationetc.
2.5 TotalProductiveMaintenance
TPMisamaintenanceprogramwhichinvolvesanewlydefinedconceptmaintaining
plantsandequipments.Thegoal
ofTPMprogramistosignificantlyincreasestheproduction,atthesametimeincreasing
employeemoraleandjobsatisfaction.TPMphilosophicallyresemblesTQM inmany aspect
such as
Fig2.2pillarsoftotalproductivemaintenance
2.5.1Pillar1-5s:
TPMstartswith5S.Problemscannotbeclearlyseenwhentheworkplaceisunorganized.Cleani
ngandorganizingtheworkplacehelpstheteamtouncoverproblems. Making problems
visible is thefirst step ofimprovement
Table2.1 conceptof 5s
EnglishTra Equivalent
JapaneseTerm
nslation 'S'term
SEIRI -Sortout :
Thismeanssortingandorganizingtheitemsascritical,important,frequentlyuseditems,
useless,or items thatare notneedasofnow. Unwanteditemscanbe
salvaged.Criticalitemsshouldbekeptforusenearbyanditemsthatarenotbeusedinnearfutur
e,shouldbestoredinsomeplace.Forthisstep,theworthoftheitemshouldbedecidedbasedonutil
ityandnotcost.Asaresultofthisstep,thesearchtimeisreduced.
SEITON -Organize:
Theconcepthereisthat"Eachitemshasaplace,andonlyoneplace".Theitemsshouldbeplacedb
ackafterusageatthesameplace.Toidentifyitemseasily,nameplatesandcoloredtagshastobe
used.Verticalrackscanbeusedforthispurpose,and heavyitems occupythebottom position
inthe racks.
Thisinvolvescleaningtheworkplacefreeofburrs,grease,oil,waste,scrapetc.Noloosely
hangingwires oroilleakage from machines.
SEIKETSU -Standardization :
Employeeshas todiscuss together and decideon standards for keeping the workplace
/Machines/pathwaysneatandclean.Thisstandardsareimplementedforwholeorganization
andare tested / Inspected randomly.
SHITSUKE -Selfdiscipline :
Thispillarisgearedtowardsdevelopingoperatorstobeabletotakecareofsmallmaintenanceta
sks,thusfreeinguptheskilledmaintenancepeopletospendtimeonmorevalueaddedactivitya
ndtechnicalrepairs.Theoperatorsareresponsibleforupkeep of theirequipment to prevent
it from deteriorating.
1. Uninterrupted operationofequipments.
2. Flexibleoperatorsto operateandmaintainother equipments.
3. Eliminatingthedefectsatsource throughactive employee participation.
4. Stepwiseimplementation of JH activities.
JISHU HOZENTargets:
Steps in JISHUHOZEN:
1. Preparationofemployees.
2. Initialcleanup ofmachines.
3. Take counter measures
4. Fix tentative JHstandards
5. General inspection
6. Autonomousinspection
7. Standardizationand
8. Autonomousmanagement.
1. TraintheEmployees:EducatetheemployeesaboutTPM,Itsadvantages,JHadvantage
sandStepsinJH.Educatetheemployeesaboutabnormalitiesinequipments.
2. Initialcleanup ofmachines :
o Supervisorandtechnicianshoulddiscussandsetadateforimplementingstep1
o Arrangeallitems needed for cleaning
o Onthearrangeddate,employeesshouldcleantheequipmentcompletelywithth
e help ofmaintenancedepartment.
o Dust,stains,oils andgreasehas to be removed.
o Followingarethethingsthathastobetakencarewhilecleaning.TheyareOilleak
age,loosewires,unfastenednitsandboltsandwornoutparts.
"Kai"meanschange,and"Zen"meansgood(forthebetter).Basicallykaizenisforsmall
improvements,butcarried outonacontinual basisand involveallpeoplein
theorganization.Kaizenisoppositetobigspectacularinnovations.Kaizenrequiresnoorlittlein
vestment.Theprinciplebehindisthat"averylargenumberofsmallimprovementsaremoveeffe
ctiveinanorganizationalenvironmentthanafewimprovementsoflargevalue.Thispillarisaim
edatreducinglossesintheworkplacethataffectourefficiencies.Byusingadetailedandthorou
ghprocedureweeliminatelossesinasystematicmethodusingvariousKaizentools.Theseactiv
itiesarenotlimitedto production areasand can beimplemented in administrativeareas as
well.
Kaizen Policy :
KaizenTarget :
Achieveandsustainzeroloseswithrespecttominorstops,measurementandadjustments,def
ectsandunavoidabledowntimes.Italsoaimstoachieve30%manufacturing cost reduction.
Toolsused inKaizen:
1. PM analysis
2. Why-Why analysis
3. Summaryoflosses
4. Kaizenregister
5. Kaizensummary sheet.
Majorlossesina organisation:
Loss Category
1. Failure losses-
Breakdownloss
2. Setup / adjustment losses
3. Cuttingblade loss
4. Start up loss
Losses that impede equipment efficiency
5. Minorstoppage /Idling loss.
6. Speed loss -operatingat
lowspeeds.
7. Defect/ rework loss
8. Scheduleddowntime loss
9. Managementloss
10. Operatingmotionloss
11. Line organization loss Loses that impede human work efficiency
12. Logistic loss
13. Measurement
andadjustmentloss
Classificationof losses:
Specialists in
processengineering,
Usuallythe qualityassurance
Correctiveaction linepersonnelinthe andmaintenancepeople are
productioncan attendtothis required.
problem.
Itisaimedtohavetroublefreemachinesandequipmentsproducingdefectfreeproductsfortota
lcustomersatisfaction.Thisbreaksmaintenancedowninto4"families" orgroupswhich
wasdefinedearlier.
1. PreventiveMaintenance
2. BreakdownMaintenance
3. CorrectiveMaintenance
4. Maintenance Prevention
WithPlannedMaintenanceweevolveoureffortsfromareactivetoaproactivemethodandusetr
ainedmaintenancestafftohelptraintheoperatorstobettermaintaintheirequipment.
Policy :
1. Achieveandsustainavailabilityofmachines
2. Optimum maintenance cost.
3. Reducesspares inventory.
4. Improve reliabilityand maintainabilityofmachines.
Itisaimedtowardscustomerdelightthroughhighestqualitythroughdefectfreemanufacturin
g.Focusisoneliminatingnon-
conformancesinasystematicmanner,muchlikeFocusedImprovement.Wegainunderstandi
ngofwhatpartsoftheequipment affectproduct qualityandbegin to eliminatecurrent
quality
concerns,thenmovetopotentialqualityconcerns.Transitionisfromreactivetoproactive(Qual
ityControlto Quality Assurance).
QMactivitiesistosetequipmentconditionsthatprecludequalitydefects,basedonthebasiccon
ceptofmaintainingperfectequipmenttomaintainperfectqualityofproducts.Theconditionare
checkedandmeasureintimeseriestoverythatmeasurevaluesarewithinstandardvaluestopr
eventdefects.Thetransitionofmeasuredvaluesiswatchedtopredictpossibilitiesofdefectsocc
urringandtotakecountermeasuresbeforehand.
Policy :
Data requirements :
Datarelated toproduct :
1. Product wisedefects
2. Severityofthe defectand its contribution -major/minor
3. Location ofthedefectwith referenceto thelayout
4. Magnitude andfrequency of its occurrence at eachstage ofmeasurement
5. Occurrence trend in beginning and the end of
eachproduction/process/changes. (Like pattern
change,ladle/furnace liningetc.)
6. Occurrence trend with respect to restoration
ofbreakdown/modifications/periodical replacementof
qualitycomponents.
Datarelated toprocesses:
1. Theoperatingconditionforindividualsub-processrelatedtomen,method,material
andmachine.
2. The standardsettings/conditions ofthe sub-process
3. The actualrecord of the settings/conditionsduring the defectoccurrence.
Itisaimedtohavemulti-
skilledrevitalizedemployeeswhosemoraleishighandwhohaseagertocometoworkandperfor
mallrequiredfunctionseffectivelyandindependently.Educationisgiventooperatorstoupgra
detheirskill.Itisnotsufficient knowonly "Know-How" by theyshould also learn "Know-
why". Byexperiencetheygain,"Know-
How"toovercomeaproblemwhattobedone.Thistheydowithoutknowingtherootcauseofthepr
oblemandwhytheyaredoingso.Henceitbecomenecessarytotrainthemonknowing"Know-
Target :
1. Settingpoliciesandprioritiesandcheckingpresentstatusofeducationandtraining.
2. Establishoftrainingsystem foroperation andmaintenanceskill upgradation.
3. Training the employeesforupgradingthe operationand maintenance skills.
4. Preparationoftraining calendar.
5. Kick-offofthesystem fortraining.
6. Evaluationofactivitiesand study of future approach.
OfficeTPMshouldbestartedafteractivatingfourotherpillarsofTPM(JH,KK,QM,PM).OfficeTP
Mmustbefollowedtoimproveproductivity,efficiencyintheadministrativefunctionsandident
ifyandeliminatelosses.Thisincludesanalyzingprocessesandprocedurestowardsincreased
officeautomation.OfficeTPMaddressestwelvemajorlosses.They are
1. Processing loss
2. Cost loss including in areassuch
asprocurement,accounts,marketing,salesleading to highinventories
3. Communication loss
4. Idleloss
5. Set-up loss
6. Accuracy loss
7. Office equipmentbreakdown
8. Communication channelbreakdown,telephoneand faxlines
Inventory reduction
Lead time reduction ofcriticalprocesses
Motion&spacelosses
Retrievaltime reduction.
Equalizingthe workload
Improvingtheoffice efficiencybyeliminating the timeloss on retrieval
ofinformation,byachieving zero breakdownof officeequipmentlike
telephoneand fax lines.
Thisisessential,butonlyafterwehavedoneasmuchaspossibleinternally.Withsuppliers it
will lead to on-timedelivery,improved 'in-coming'qualityandcost
Target :
1. Zero accident,
2. Zero healthdamage
3. Zero fires.
Inthisareafocusisontocreateasafeworkplaceandasurroundingareathatisnotdamagedbyo
urprocessorprocedures.Thispillarwillplayanactiveroleineachofthe otherpillarson a
regularbasis.
Acommitteeisconstitutedforthispillarwhichcomprisesrepresentativeofofficersaswellaswo
rkers.ThecommitteeisheadedbySeniorvicePresident(Technical).UtmostimportancetoSafe
tyisgivenintheplant.Manager(Safety)islookingafterfunctionsrelatedtosafety.Tocreateawa
renessamongemployeesvariouscompetitionslikesafetyslogans,Quiz,Drama,Posters,etc.r
elatedtosafetycanbeorganized atregular intervals.
2.6 EconomicsOfMaintenance
ConceptofpreventiveMaintenanceispresentlyacceptedinmostoftheindustriesinordertoac
hievetheir plannedproduction. Bothproductionand maintenance havethesameobjective-
toproduceaqualityproductatmaximumefficiencyandminimumcost.
Theoreticallymaintenanceshouldaimatkeepingthemachinesandotherfacilitiesinaconditio
nthatallowsthemtobeusedwithoutanyinterruptionandattheirmaximumprofitmakingcapa
city.Suchasituationcanbeassuredinpracticeonlyifmachines arereplaced frequently or ifa
stand-bymachine ismaintained whichcan
beputintooperationasandwhentheoriginalunitisstoppedforchecks,repairsandcomponent
replacements.
But,noindustrialunitcanpossiblyaffordtothrowawayitscapitalresourcesbyreplacing
machinesfrequently,norcanacompanyblockitsmoneyinequipmentthatwillbeonly
partiallyutilisedbyhaving stand-bys.
Anorganisationhas, undersuch circumstances,toacceptacertain
lossinproductivecapacityofitsinvestmentstoenablemaintenance,toexaminethevariouseq
uipment,repairif not inorder,and putthem back in acondition asrequired bythe users.
AnalysisofMaintenanceCost
2.7 computeraidedMaintenance
Computer-aidedmaintenancethatutilize
softwaretoorganizeplanning,schedulingandsupportofmaintenanceandrepair.Acommona
pplicationofsuchsystemsisthemaintenanceofcomputers,eitherhardwareorsoftware,them
selves.Itcanalsoapplytothemaintenanceofothercomplexsystemsthatrequireperiodicmaint
enance,suchasremindingoperatorsthatpreventivemaintenanceisdueorevenpredictingwh
ensuch maintenance should beperformedbased onrecorded pastexperience
Significantadvancesincomputerhardwareandsoftwaredevelopmenthaveaffectedmostarea
sofbusinessandindustry,andtheareaofmaintenanceplanningandmanagementisnoexcepti
on.Theuseofcomputerizedmaintenancemanagementsystems,whicharecommonlyreferred
toasCMMS,isnolongeraluxuryorfrivolousbusinessoverhead;inmanycases,itisrequiremen
t.EnterprisesthatwanttoattainISO,QScertificationwilldiscoverthatapplicationofCMMSisa
fundamentalrequirementtosuccessfullyobtainand maintainsuch certifications.
Avarietyofsoftwarepackagesareavailable,andmanyhavebeenaroundforanumberofyears.T
oday,CMMSareusedforallaspectsofmaintenanceplanning,managementandcontrol.CMM
Smustbeflexibleandadaptable,becauseeveryfirmisconsideredunique.Ageneralguidehasb
eendeveloped,whichcaneasilybeappliedtospecificsituationstoassistinjustifyingthecompu
terforMaintenanceSystemEvaluation(MSE).MSEhasalwaysrequiredthemanipulationoflar
geamountsofdataanddevelopmentofmorecost-effectiveprocessingstorage
anddatabasesystems has
3.2IndicesofReliability
Reliabilitycanbespecifiedbytwoparametersnamely:
1. Mean time betweenfailures (MTBF)
MTBFis thecritical characteristicfor repairable system and is themean or averagetime
between twosuccessive failuresof the system.MTBF can beobtainedby runningan item
or equipment for apredeterminedlength of time under specified conditionsand
calculating the averagelengthof time betweenfailures.
Iffor example, an itemfailssix timesin anoperating periodof 60,000hrs, MTBF
is 10,000 hrs.However, ifthe identicalitems operatingunder similar
conditionsarestudied,MTBF
isgiven by:
MTBF= (Total operatinghoursof allitems)/Total numberof failuresthat occur
For example if 20 identicalitems operate for 5,000hrsduring which 40failuresoccurand
are
rectified,MTB
F =40
5000×20
= 2,500 hrs
MTBF can also be expressed as the inverse of failure rate, λ as follows:
MTBF =1/λ
The exponentialdistribution,the most basic and widely used reliability
predictionformula,modelsmachineswith the constant failure rate, or the flatsection of
thebathtub curve. Mostindustrialmachines spendmostof their lives inthe
constantfailurerate, soit iswidely applicable. Belowis the basic equation forestimating
thereliability of amachine that followsthe exponential distribution.
Where:
R(t) = Reliabilityestimate for a periodof time,cycles, miles,etc. (t).
e=Base of thenatural logarithms(2.718281828)
λ = Failure rate (1/MTBF)
2.Meantimetofailure(MTTF)
This is used forcomponentsor items thatarenotrepairable such as filament
lamps,fuses,resistors,capacitors,etc. The value ofMTTFcan becalculated from
lifetestresults,whichcan beobtainedbystressingalarge numberof
componentsunderknown conditions foraperiodand noting thenumberof failures.
3.3Failure Rate
Failureisanyeventthatadverselyaffectssystemcriteria.Forexample,thecriteriacould
includeoutputinasold-
outcondition,ormaintenancecostorcapitalresourcesinaconstrainedbudgetcycle,en
vironmentalexcursionsorsafety,etc.
Failurerateisthetimerateofchangeoftheprobabilityoffailure.Sincethelatterisafuncti
onoftime,failurerateisalsoafunctionoftime.However,intermsoffailurerate,onecano
btainphysicalinformationastowhichfactoriscontrollingthefailurebehaviorand/orw
henitiscontrollingthefailurebehavior.
Thefailurerateisabasiccomponentofmanymorecomplexreliabilitycalculations.Dep
endinguponthemechanical/electricaldesign,operatingcontext,environmentand/o
rmaintenanceeffectiveness,amachine’sfailurerateasafunctionoftimemaydecline,re
mainconstant,increaselinearlyorincrease geometrically
3.4CalculatingSystemReliability
System reliability depends on the reliabilities ofthevarious components inthe
system.Therefore, to calculatethe reliability of a system,the system should
bedividedintosubsystems.A systemmaybeconnectedin series orparallel.
SystemsinSeries
Inthe seriessystem, theability to employsubsystem Bdepends upon the
operatingstateof subsystem A. IfsubsystemA is notoperating,thesystem is down
regardless ofthecondition ofsubsystem
To calculate thesystemreliability fora systemis series, thereis the need to
multiplytheestimated reliability of subsystem A at time(t) bytheestimated reliability
ofsubsystemB at time (t). The basicequation for calculatingthesystem reliability of
asimpleseries systemis:
Where:
Rs(t)–System reliabilityfor given time(t)
R1-n(t)–Subsystemor sub-function reliability forgiven time(t)
So, for asimple systemwiththree subsystems, orsub-functions,each
havinganestimatedreliabilityof 0.90 (90%) at time (t),
Fig3.2 reliabilityinseries
SystemsinParallel
Design engineers at times incorporate redundancy into criticalmachines.
Reliabilityengineerscallthese parallel systems and may be designedasactive parallel
systemsor standby parallel systems.Theblock diagramfora simple twocomponent
parallelsystemis shown To calculate thereliability of anactiveparallel system, where
bothmachines are running,use thefollowingsimple equation:
Where:
Rs(t)–System reliabilityfor giventime(t)
R1-n(t)–Subsystemor sub-function reliability forgiven time(t)
3.5AvailabilityandMaintainabilityconcepts
AvailabilityRatio istheportionof the totaltime a machine should functionto that
themachine actuallyfunctions.
Ifthe totalis Thours and themachineis actually in working condition for U
hourswhileit is down
forD hours, then T=U
+DAvailabilityRatio,AR=u/U+ D
UnavailabilityRatio,UR=D /U+ D
AV=MTBF/MTBF +T
Maintainabilitymodel:Aquantifiedrepresentationofatest/processtoperformananalysisofre
sultsthatdetermineusefulrelationshipsbetween agroupofmaintainabilityparameters.
Safetyisthestate
ofbeing"safe"theconditionofbeingprotectedagainstphysical,social,spiritual,financi
al,political,emotional,occupational,psychological,educationalorothertypes
orconsequencesoffailure,damage,
error,accidents,harmoranyothereventwhichcouldbeconsiderednon-desirable.
Safetycanalsobedefinedtobethecontrolofrecognizedhazardstoachieveanacceptable
level of risk.This cantaketheform ofbeing protected fromthe
eventorfromexposuretosomethingthatcauseshealthoreconomicallosses.Itcanincl
udeprotectionof peopleorof possessions.
4.2 causesofaccidentinindustries
Aworkaccident,workplaceaccident,
occupationalaccident,oraccidentatworkisa"discreteoccurrenceinthecourseofwork"leadin
gtophysicalormentaloccupationalinjury
Why accidenthappened?Accidenthappenedbecause of:
1. Poor leadership fromthe top
2. Inadequate supervision
3. Insufficient attentiontothe designof safety intothe systemor carelessattitudeon
EMS.
4. An unsystematicapproach to the identification, analysisandelimination
ofhazards.
5. Poor training facilities andemployee motivation
4.3 AccidentReportingAndInvestigation
3. WherenecessaryBI95(ApplicationforDeclarationthatanAccidentwasanIndustrialAcci
dent)shouldbecompletedforDELstaffinadditiontoAR/DEL(theBI95formwillbesentautoma
ticallytothememberofstaffbyPersonnelStaffRelationsonreceipt ofAR/DEL)
ACCIDENTINVESTIGATION
4Therearemanylegalandeconomicreasonsforinvestigatingaccidents.Theresultsof any
investigationshould howeverbe used to helpprevent arecurrence by
indicatingmodificationtoprocedures, premises,trainingor supervision.
TheIOshouldvisitthesceneoftheaccidentassoonaspossible.Wheretheaccidenthasoccurred
onDELpremises,theIOshouldquestionwitnesses,carryoutphysicaltestsasnecessaryandcl
arifytechnicalquerieswithinhis/hercompetence.WhenproblemsariseoutsidetheIO’scomp
etencehe/sheshouldseekadvicefromatechnicalofficer withthe necessary expertiseto deal
with thematter.
8. Whenallenquirieshavebeencompleted,theIOshouldconsiderwhatlocalinstructions(ifa
ny) arenecessary topreventrecurrence of the accident
ACCIDENTRECORDING
4.4measuringsafetyperformance
Accidentconsequenceanalysis:Ananalysisoftheexpectedeffectsofanaccident,independe
ntoffrequencyandprobability
Check-listanalysis:Amethodforidentifyinghazardsbycomparisonwithexperienceinthe
formof a list offailuremodes andhazardoussituations
Competentauthority:AMinister,governmentdepartmentorotherpublicauthoritywiththe
powertoissueregulations,ordersorotherinstructionshavingtheforceoflaw.
Emergencyplan:A formal written planwhich, on the basis ofidentified
potentialaccidents at theinstallation together withtheirconsequences,
describeshowsuch accidentsand their consequences shouldbehandledeither on
siteor offsite.
Emergencyservices: Externalbodies whichareavailable to handle major accidentsand
their consequences bothonsite andoffsite, e.g. fire authorities,police,
health services.
Event treeanalysis: Amethod for illustratingthe intermediate
andfinaloutcomeswhichmayariseaftertheoccurrenceofaselectedinitialevent.Failuremode
andeffects analysis: Aprocessofhazard identificationwhere allknown
failuremodes of componentsorfeatures of asystem are consideredin
turnandundesiredoutcomesare noted.
Fault treeanalysis: A method for representing the logical combinationsof
varioussystem states whichlead to a particularoutcome (topevent).
Hazard: A physicalsituation witha potentialfor humaninjury,damage to
property,damage to theenvironmentor some combinationof these.
Hazard analysis: The identification of undesired events that lead to
thematerialisation of thehazard,the analysis ofthemechanisms
bywhichthoseundesiredevents could occurandusuallytheestimation of the
extent,magnitude
and relative likelihoodofanyharmfuleffects.
Hazard assessment: Anevaluationof the results of a hazard
analysisincludingJudgments’as totheiracceptabilityand,as aguide,
comparisonwith relevantcodes,standards,lawsandpolicies.
Hazard andoperability study (HAZOP). A study carriedout byapplicationof
guidewordsto identify alldeviations fromdesignintent havingundesirable
effectsonsafety oroperability, with theaim ofidentifying potentialhazards.
Hazardoussubstance:A substance which byvirtue of its chemical,
physicalortoxicologicalpropertiesconstitutes a hazard.
Hot work: Anactivity involvinga source of ignition such aswelding, brazing
orspark-producing operations.
Major accident: Anunexpected, suddenoccurrenceincluding, in particular,
amajoremission,fireor explosion, resulting fromabnormaldevelopmentsin the course
of anindustrial activity,leading toa serious danger to workers, thepublic or
theenvironment,whetherimmediate ordelayed,inside oroutside the installation