1

CHAPTER I

INTRODUCTION

1.1 INTRODUCTION
Textile refers to any filament, fibre, or yarn that can be made into fabric
or cloth, and the resulting material itself. The word originally referred only to
woven fabrics but now includes knitted, bonded, felted, and tufted fabrics as
well. The basic raw materials used in textile production are fibres, either
obtained from natural sources like wool or produced form chemical substances
such as nylon and polyester. Most cloth is made from wool, cotton, or flax,
depending on the area and location. Textile manufacturing is one of the oldest
of man‘s technologies.

1.2 HISTORY OF TEXTILE

The history of textile is almost as old as that of human civilization and as
time moves on the history of textile has further enriched itself. In the 6th and
7th century BC, the oldest recorded indication of using fiber comes with the
invention of flax and wool fabric at the excavation of Swiss lake inhabitants. In
India the culture of silk was introduced in 400AD, while spinning of cotton
traces back to 3000BC. In China, the discovery and consequent development of
sericulture and spin silk methods got initiated at 2640 BC while in Egypt the art
of spinning linen and weaving developed in 3400 BC.
The discovery of machines and their widespread application in processing
natural fibers was a direct outcome of the industrial revolution of the 18th and
19th centuries. The discoveries of various synthetic fibers like nylon created a
wider market for textile products and gradually led to the invention of new and
improved sources of natural fiber.
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The development of transportation and communication facilities

facilitated the path of transaction of localized skills and textile art among
various countries.

1.3 USES OF TEXTILE INDUSTRY

Before the manufacturing processes are mechanized, textiles were

produced in the home, and the excess was sold for people living in the same
area and a large amount of cloth was exported.
Textiles have an assortment of uses, the most common of which are for
clothing and for making containers such as bags and baskets. In the household,
they are used in carpeting, upholstered furnishings, window shades, towels,
covering for tables, beds, and other flat surfaces, and in art. In the workplace,
they are used in industrial and scientific processes such as filtering.
Miscellaneous uses include flags, backpacks, tents, nets, cleaning devices such
as handkerchiefs and rages, transportation devices such as balloons, kites, sails,
and parachutes; and strengthening in composite materials such as fibre glass and
industrial geo textiles. Children can learn suing textiles to make collages, sew,
quilt, and make toys.
Textiles are used for wearing apparel, household linens and bedding,
upholstery, draperies and curtains, wall coverings, rugs and carpets, and book
bindings, in addition to being used widely in industry.
Textiles used for industrial purposes, and chosen for characteristic other
than their appearance, are commonly referred to as technical textiles. Technical
textiles include textile structures for automotive applications, medical textiles
(e.g. implants), geo textiles (reinforcement of embankments), agro textiles
(textiles for crop protection), protective clothing (e.g. against beat and radiation
for fire fighter clothing, against molten metals for welders, stab protection, and
bullet proof vests).
 3

In all these applications stringent performance requirements must be met.

Woven of threads coated with zinc oxide nano wires, laboratory fabric has been
shown capable of ―self-powering nano systems‖ using vibrations created by
everyday actions like wind or body.

1.4 CURRENT STATUS OF INDIAN TEXTILE INDUSTRY

Indian Textile is one of the largest industries in the world with a massive
raw material and manufacturing base. The Indian economy is largely dependent
on the textile manufacturing and trade, in addition to other major industries.
About 27 percent of the foreign exchange earnings are from export of textiles
and clothing alone. The sector contributes about 14 percent to industrial
production and three percent to the GDP of the country. Around eight per cent
of the total excise revenue collection is contributed by the textile industry. So
much so, it accounts for as large as 21 per cent of the total employment
generated in the economy.
Around 35 million people are directly employed in textile manufacturing
activities. Indirect employment, including the manpower engaged in agriculture
based raw material production like cotton and related trade and handling, could
be around another 60 million. This industry is poised to meet the increased
global competition in the a post 2005 trade regime under WTO.9 The textile
industry in India has also a strong multi- fiber raw material production base, a
vast pool of skilled personnel, entrepreneurial talent, good export potential and
low import content. Production systems are flexible, dynamic and vibrant.
However, the industry ‘s strengths get substantially diluted on account of
production process disadvantages in certain areas in terms of technology and
supply- chain management deficiencies. Textile exports are expected to touch
$50 billion by 2010, half of which will go to the US.
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Other markets include the UAE, the UK, Germany, France, Italy, Russia,
Canada, Bangladesh and Japan. Indian Position in global market
a. Largest producer of jute
b. 2nd largest producer of silk
c. 3rd largest producer of cotton (16% of global production)
d. 3rd largest producer of cellulosic fibers/ yarn
e. 5th largest producer of synthetic fibers/ yarn

1.5 STATEMENT OF THE PROBLEM

During the last two decades, as a consequence of the implementation of
advanced manufacturing technologies and just-in-time production systems, the
nature of the production environment has changed. This has allowed many
companies to manufacture products massively in a customized and highly
efficient way. However, the increase in automation and the reduction in buffers
of inventory in the plants have clearly put more pressure on the maintenance
system, because the disruption to production flows can quickly become costly
by rapidly disrupting a large portion of the operation. In highly automated
plants, the limitations of computer controls, the integrated nature of the
equipment, and the increased knowledge requirements make it more difficult to
diagnose and solve equipment problems. This makes maintenance centrally
relevant to operations management to stay productive and profitable. It has been
found that when human intervention in these highly automated environments is
required, the problems are normally complex and difficult to solve.
The level of variety in the technology used to manufacture the product
causes another complexity in maintenance problems. When this happens, novel
or unfamiliar problems often arise. In addition to these process and technology
related issues, new and more exigent safety and environmental factors such as
emerging regulations put pressure on a maintenance manager and create
complexity to this function.
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Safety principles are universal, but how much action is needed will
depend on the size of the organization, the hazards presented by its activities,
the physical characteristics of the organisation, products or services, and the
adequacy of its existing arrangements. Many of the features of effective safety
and health management are analogous to the sound management practices
advocated by proponents of quality management, environmental protection, and
business excellence. Commercially successful companies often excel at safety
and health management as well, precisely because they apply the same efficient
business expertise to safety and health as to all other aspects of their operations.
While the quality management of products or services and environmental
protection principally protect physical phenomena, safety and health
management in the workplace involves protecting people and developing a
safety culture between employers and employees. However, there are
considerable similarities between the approaches to safety described here and
those advocated for effective quality management (ISO 9000 series of
standards) or environmental protection (ISO 14000 series).
Success in quality management requires the development of supportive
organizational cultures. Quality management systems also stress the importance
of the active involvement of all employees in the quality process, and the crucial
importance of visible leadership by managers.
Organizations that manage safety successfully invariably have a positive
safety culture and active safety consultation programmes in place. Successful
organizations can establish and maintain a culture that supports safety.
The majority of accidents in the process industry are not particularly the
result of failure of the equipment or installation, but rather the result of
inadequate maintenance and safety management. Therefore, control and
improvement of the safety performance should not be attempted in the area of
technological improvements of the equipment, but rather in the area of
maintenance and safety management.
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In the present study an attempt is to be made to study the maintenance

and safety management system in Textile units in Southern Districts of Tamil
Nadu.
1.6 OBJECTIVES OF THE STUDY
The following are the important objectives of the present study.
a. To study the existing maintenance and safety systems in textile
units in Southern Districts of Tamil Nadu.

b. To analyze the attitude of employees towards maintenance

management in textile units in Southern Districts of Tamil Nadu.

c. To identify the attitude of employees towards safety management in

textile units in Southern Districts of Tamil Nadu.

d. To ascertain the impact of maintenance and safety management on

job satisfaction in the study area.

e. To offer suitable suggestions based on the findings of the study.

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CHAPTER 2
LITERATURE REVIEW

2.1 INTRODUCTION
An extended and honest effort has been put forward to garner literature
reviews on quarters selected for the study. Here the review has been conducted
to evaluate the existing research done in the area of maintenance and safety
management in textile industry and in general in order to get a better
understanding of the subject. The collected reviews are categorically placed
under three heads, reviews on human resource management in textile industry,
reviews on textile industry and related areas and reviews on human resource
management in descending order of publicized year. A distinction of the
literature reviews into studies conducted in Tamil Nadu, India and abroad has
also been adopted.
2.2 TEXTILE INDUSTRY AND RELATED AREAS
Cornelius (2006), in his doctoral study, mentions about the textile
industry in Virudhunagar District of Tamil Nadu including textile mills of
different volumes. The study observes that there is significant variation in the
production and export of yarn in the textile mills in Virudhunagar of five years
in contention of the study. The study observes that there has been a decrease in
employment opportunities in the mill sector.

George (2002), in his doctoral study analyses the problems of Ready Made
Garments Industry in Tamil Nadu and the study reveals that the labour
relationship is more cordial in the domestic units than in exporting units. Labour
absenteeism, demand for higher wages and higher bonus are the major labour
problems in the garment industry. The other problems include labour turnover,
trade union militancy, labour strikes etc.
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Government of Tamil Nadu (1999), set up a committee for studying the

problems of textile units under the industries department. Modernization of
machinery, imparting training on new operational lines and financial
restructuring with appropriate capital leverage are the important
recommendations of the committee.
Technical committee (1999), constituted by the Government of Tamil
Nadu, for studying the problems of private textile mills in Tamil Nadu came up
with the report that private textile units in Tamil Nadu are facing many hurdles
such as backlog of modernization, low profit, high costs of borrowings and
debts, lack of consumption and high cost of labour and power. Exemption of
sales tax, productivity norms and the creation of seed capital fund are some of
the rehabilitation measures suggests by the committee.

Kumar (1997), conducted a research on cotton spinning mills in Tamil Nadu.

His thesis identifies the deciding factors behind the financial as well as
productive performance of spinning mills coming under different categories.
The study proposes the formation of a technical review committee in every
textile unit for closely monitoring the production areas leading to better labour
productivity and performance.

Sitra (1992) conducted a study on cost control and costing in spinning mills in
Tamil Nadu. The study assesses the causes of sickness and identified the
symptoms that portend the sickness in spinning mills. The study cuts open the
fact that in the textile industry the sickness is mainly caused by the incapacity
and slipshod attitude to induct the cost control measures in time. The study also
identifies certain conditions to be compiled with by the sick mills in order to get
into the list of revived units.
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Binoy (2011), in his doctoral study, attempts to examine the innovative human
resource practices in the software firms in Tamil Nadu. The study reveals the
importance of innovation HR practices (from functional activities to wide
ranging strategic initiatives) and its effect on the entire social structure of an
organization.

James (2011), in his doctoral thesis studies about the human resources
management in the Business Process Outsourcing (BPO) industry of Tamil
Nadu. The study reveals that the rate of attrition in the BPO industry is high
which can be attributed to a variety of reasons such as job insecurity, high
competitive nature, low compensation compared to the strenuous nature of the
job etc.

Veerankutty (2010), for his research thesis, studies about the human resource
practices in the software industry in Tamil Nadu. The study reveals that
employees‘motivation and retaining the talents in the organization are the major
challenges faced by the software companies in Tamil Nadu. The study
recognizes overall working conditions, a fair pay package, career growth, work
life balance, participation in decision making process, motivational training etc
as the important factors.

Thomas (2008) did a doctoral study on management leadership styles on

selected public and private sector undertakings in Tamil Nadu and the study
reveals that a majority of the organizations are following the autocratic style of
leadership which is not found to be appreciated by the employees associated
with the enterprises. The study suggests that a management leadership style
combing the democratic and participative styles would be the most efficient for
the industrial units in Tamil Nadu.
 10

Rajasekar and Gurusamy (2011) in the study titled ―Analysis of cotton

textile industry in karur district Tamilnadu analyzed the motivational factors
and problem faced by exporters in karur district by using systematic sampling
method. From the Kendal test it is found that the exporters of different age
groups rank factors affecting motivation which include shortage of finance and
workers, low quality yarn, and increased yarn price in different manner. This
study concludes that proper training is needed to the workers for stitching to
reduce the shortage of labours.

Ekramul Hogue and Mayenulislam (2003) made a study on ―contribution of

some behavioral factors to absenteeism of manufacturing workers in
Bangladesh‖. The objective of the study is to measure the influence of such
specific behavioral and social factors, demographic variables, job stress, mental
health, pay inequity, personal and family life satisfaction on absenteeism of the
workers by using simple random sampling. Tools like correlation analysis,
multiple regression, and chi-square test were used. From the correlation
analysis, it is found that absenteeism has significant positive correlation with
job stress and negative correlation with job satisfaction and mental health. The
study concludes that behavioral factors have high impact on absenteeism rather
than demographic variables.

Ranjit (2010) made a study on influence of demographic factors on job

satisfaction of textile mill workers. The objective of the study is to find the
demographic factors and its influence on level of job satisfaction of respondents
using stratified random sampling. Tools like mean, S.D, t-test, co-efficient of
correlation, ANOVA were used. From percentage analysis, it is found that
67.1% of the respondents say welfare facilities and working conditions are
normal. The study concludes that demographic variables have the impact on job
satisfaction.
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Sabarirajan et al (2010) made a study titled ―A study on the various welfare

measures and their impact on QWL provided by the textile mills with reference
to Salem District, Tamilnadu, India. The objective of the study is to know
employee opinion towards various welfare facilities offered by Textile mills.
Samples were selected using stratified random sampling. Tools like Percentage
analysis, correlation, chi-square test, Anova were used. From the correlation
analysis a positive relationship between welfare measures and recreation
facilities were found. This study suggests that companies provide good welfare
facilities to the labors to improve the productivity and Quality of work life.

Sekar et al., (2012) studies the health and welfare measures in Tamilnadu
spinning mills India. The objective of the study is to find the satisfaction level
of employees and labors towards welfare facilities offered by spinning mills in
Tamilnadu. The study used stratified random sampling procedure to select
samples. From the Anova test it is understood that there is no significant
difference between the respondents of different income and level of satisfaction
towards the provisions of the company. The study suggests that medical
facilities may be improved by the companies for the satisfaction of the workers.
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CHAPTER 3
MAINTENANCE MANAGEMENT IN TEXTILE INDUSTRY

3.1 INTRODUCTION
The importance of maintenance in the Textile Industry has been Mills.
Maintenance has proved to be the means of achieving the goal of their
efficiency in an industry and more so in the Textile industry which is labour –
oriented. Besides the improvement in efficiency, it also improves the quality of
the product at various stages, during processing. Due to lack of proper
maintenance and unskilled labour, machines get worn out and in some cases
they are not reparable properly and have to be discarded. However by proper
introduction of machine plans and method by the management, higher
production with less cost of repairs can be achieved.
Maintenance is programme for the various parts of machines working in
as perfect and order as possible with minimum wear and tear. As ‗Prevention is
better than cure‖ .it is always better to have a maintenance team the work of
which is to duly change and repair the machine parts, overhauling, settings, and
timing of various motions. It is very important to maintain a routing record of
maintenance schedule. This gives a life history of each machine and also guides
the production in charges so as to the progress and condition of machinery
under his care. The modern machineries necessitate every mill to have a good
organized maintenance department with adequate skilled staff and it should
carry the maintenance programme.
The maintenance engineers and technicians should have a thorough
knowledge of the 3 maintenance viz. (1) Raw materials, (2) Machinery and (3)
Men and co-ordinate. These entire maintenances programme is to be achieved
with duly planned results.
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Once the machines are brought and put to introduction, it is the duty of
maintenance engineers and the technician to, maintain them and the duty of top
management is to see that they are maintained according to the expected
standards.
For getting full benefits from maintenance activities, standardization of
the maintenance schedules and practices is of prime importance and there is a
need for a standard reference manual. This subject is increasingly felt, in the
recent times. To fulfill this requirement, the knowledge gained in maintenance
over the years is pooled up to draw an ideal various maintenance operation,
such as frequency schedules work practices, labour requirement, contrivances of
tools required for various operations, etc. While drawing up the plan, special
note is taken of the common machine deficiencies found in the mills and a
number of precautions and special kinds are given under each operation to avoid
pitfalls. A practice of the machine with the help of a list of check prints is also
recommended as a means for achieving continuous improvements in
maintenance. Detailed consideration is also given to the development for a
sound system of recording of maintenance work and reporting the same to the
management.
The maintenance system is expected not only to detect and thus anticipate
possible breakdowns but carry out periodic lubrication, draw up workable for
casts requiring. The spare parts requirement and plant major and minor over
heads should be dealt with in such a way as not to dislocate production.
Considering the above factors, maintenance seems to be costly, even 5%
expenditure in case of the textile is regarded very high because the industry
tends to spend little for replacements. Efficiency of the plant depends on the
condition of the different parts which keep the machine running at their normal
efficiency. This maintenance includes periodic inspections, doing routine jobs
like cleaning, checking, lubricating over hauling etc.
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3.2 MAINTENANCE MANAGEMENT

Maintenance means periodic checking of machine parts to find out worn
– out parts, cleaning of machine parts and necessary lubrication. Since every
machine during its operation is subjected to stress and strain resulting in fatigue,
maintenance keeps the various parts of machines working in perfect condition.

3.2.1 IMPORTANCE OF MAINTENANCE

The importance of Maintenance in the Textile industry has now been
recognized and that too, to a very large extent after the introduction of
automatic machines in different Departments in textile mills. Maintenance not
only contributes to high productivity but also considered to be at the heart of
quality product because nowadays the customers are becoming very quality
conscious and are demanding high value for their payment. Since textile
industry is labour oriented, higher efficiency is achieved by regular and proper
maintenance. Maintenance influences good and safe working condition inside
the plant. Proper maintenance leads to reduction of accidents. Maintenance is of
greater importance as the modern sophisticated machines perform well under
very demanding conditions of surroundings with respect to temperature,
humidity, dust etc.

3.2.2 TYPES OF MAINTENANCE

Maintenance operations have been categorized based on their frequency
and their motivating factors. They are
1. Break down maintenance.

2. Planned Maintenance.
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3.2.2.1BREAK DOWN MAINTENANCE

Here maintenance is carried out when the machine breakdowns. This type
of maintenance is an unplanned system with low direct cost. Breakdown
maintenance suffers from two main drawbacks.
a. In case of breakdown maintenance, the machinery and equipment
will wear out prematurely which leads to substandard quality.

b. Due to lack of regular servicing, the machines suffer frequent

breakdowns which lead to proportional losses in productivity.

Because of the above reasons, nowadays this maintenance is highly

unsatisfactory and should therefore be best avoided to prevent obsolescence in
spinning mills.

3.2.2.2 PLANNED MAINTENANCE

In this type of system, maintenance is planned in advance. Since it is
based upon scientific and technical principle, proper preservation of machinery
and equipment and their rational, economical and technical usage is possible.
The salient features of the system may be stated as
1. Various maintenance operations are carried out according to a
previously fixed plan.
2. Attention is focused not on major repairs, but on minor as well as
periodical and conservation repairs aimed at controlling the
conditions of machines to prescribed standards.
3. Primary emphasis is given to the prevention and retardation of wear
and tear.
4. Planned maintenance confers many benefits such as longer machine
life, fewer breakdowns, improved quality and higher productivity.
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3.2.3 OTHER MAINTENANCE

3.2.3.1 ROUTINE MAINTENANCE
Routine maintenance involves cleaning and lubrication, setting of part
and correcting of minor defects in machine running, including replacement of
worn parts noticed during the course of cleaning. The work also covers such
standard operations as grinding, buffing and gauging as well as replacement of
parts. An important principle governing these operations is that all of them must
be carried out regularly at the specified time, without regard to the actual
condition of the machine or of the component concerned.
Thus, without routine maintenance, the equipment will not go on
producing and maintenance operations become costly and unorganized and
consequently the life of the equipment will be shortened.

3.2.3.2PREVENTIVE MAINTENANCE
Preventive maintenance is one in which defects are discovered and
remedied before they cause a need for major repairs and replacements and
before the wear and tear of the machines starts affecting the quality and
production. The system has much to be commended for it provides a safety
measure against possible risks of quality deterioration and machine breakdown.
The preventive maintenance demands regular and systematic inspection of
machines by skilled technicians and these inspections are made in accordance
with planned schedule. Preventive maintenance is the area in which
maintenance can effect the greatest savings in the overall manufacturing costs.

3.2.3.3PREDICTIVE MAINTENANCE
Predictive maintenance means to carry out maintenance work in such a
way that it increases the efficiency of the plant. It forms part of the routine
preventive maintenance.
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This includes inspections, doing of routine jobs like cleaning, checking of

bearings, giving varnish treatment, lubricating, overhauling etc. The greatest
advantage of the planned maintenance is that it helps to keep a good crew in the
department.
3.2.3.4REMEDIAL MAINTENANCE
This type of maintenance mainly covers the study of failures and
changing designs, material or working conditions to avoid the repetition of these
failures. Increasing the capability of the machines by changing or improving the
designs, materials or improving the designs so that they become fit to withstand
increased loads and speeds and improving the retention of the lubricants so as to
save lubricants and reduce wear and tear of parts. Also training of maintenance
personnel cold be considered as a part of remedial maintenance.
3.2.3.5RESTORATIVE MAINTENANCE
This type of maintenance calls for drastic changes in a machine such as
replacement of major parts involving considerable amount of expense and time.
The machine is completely dismantled and reerected after replacing all worn out
parts and assemblies. This restores the efficiency and precision of the machines
almost to their original levels.

3.2.3.6EMERGENCY MAINTENANCE
Breakdown will always occur unexpectedly and handling of such
breakdowns is called emergency maintenance,The reporting of breakdowns, the
rapid diagnosis of the failure, the speedy allocation of the task to specialized
maintenance staff, more particularly ensuring immediate availability of spare
parts and quick attendance to the failure all should be organized and planned to
the greatest possible extent.

3.2.4 OBJECTIVES OF MAINTENANCE

a. To Minimize the cost of maintenance
 18

b. To improve the quality of the product

c. To reduce the wear and tear of the commoner
d. To keep the machine in good working condition and the useful life of the
equipment.

3.2.5 DUTIES OF MAINTENANCE PERSONNEL

Duties are distributed to personnel of the mills like fitter, assistant fitter
and oilers and cleaning group tender. The main idea of distributing the duties is
to avoid duplicating each other‘s duties.

3.2.5.1 BLOW ROOM

The tasks to be undertaken for various items are listed here. These tasks,
if undertaken regularly, will ensure prompt and faultless maintenance. Check
the condition of spike on lattice and repair checks the beaters and set for normal
work, inspect the cage unit, and wire mesh.
Inspect the fan channels, duct and fan bearing check and dismantle piano
feed regulating motion for normal work. Check the working of rack and bevels
and set for normal work DISMATLE calendar rollers and lap rollers and re set.
Inspect general condition leather linings and leather flaps during cleaning.
Check the general cleaning of scutchers. Check and set lap hardening
mechanism and measuring unit. Inspect general Lubricants alone by machine
tenders.

3.2.5.2 CARDING
Check the grinding of card wire.
Attend the bent of damaged wires on Cylinder, doffer and flats.
DRAWINGS AND COMBERS
a. Check Drafting gears
 19

b. Check top arm pressure and set

c. Check stop motions
d. Check can stop motion etc

3.2.5.3 FLY FRAMES

a. Measure balancing of flyers, and set.
b. Examine alignment of spindle collar and spindle rail
c. Inspect pneumatic ducts, pipe, wire mesh and fan
d. Correct and set top roller clearers.
e. Inspect main gears and draft gears for proper meshing, and set traverse
unit.
f. Inspect hollow legs of flyers for cleanliness
g. Inspect single shot lubrication unit and oil distribution connections.

3.2.5.4 RING SPINNING

a. Attend to bench fittings jobs like chain riveting, filling, cutting of parts,
etc.
b. Inspect frames, and attend to all idle spindle
c. Test and set spindle gauge, and set traveler clearers.
d. Inspect cop builders mechanism, and set.
e. Inspect pneumafilpipes, ducts and wire meshing and repair if necessary.
f. Open one shot lubrication system, inspect filters, pumping mechanism,
etc., and set.
g. Check top- arm pressure, and set
h. Align and set jockey pulley and jockey pulley collar.
i. Measure bottom roller trueness, and correct as directed.
j. Dismantle roving guide traverse motion unit, clean, inspect, lubricate ,
and re–fit
 20

k. Inspect and set single shot lubricator and oil distribution concoctions
l. Inspect and correct if any defect is found in the following parts; guides,
lappet hooks, separators, balloon rings traveler- clearers, pneumatic tube,
tube and springs. Etc.
m. Inspect draft zone and main zone gear wheels, studs, key and key way
n. Remove and replace hank meter screw.

3.2.5.5 CONE WINDING

a. Gauge bobbin holder pegs to thread guide
b. Check and set stop motion feeler
c. Check slub catcher setting and correct defective units
d. Align and gauge winding spindle to winding drum
e. Gauge and set builder pin
f. Repair hand knitters, and keep all knitters in proper working conditions

3.2.5.6 REELING
a. Inspect and set full doff stop motion
b. Tune brake levers, and maintain cleanliness of brake shop
c. Renew all worn parts, and attend to damaged swift, bobbin board,
brushes, tin rollers, etc.
d. Check trueness of tin roller and end shafts
e. Inspect worm, worm wheel tine roller bearing etc. for wear.
f. Align driving pulley, machine pulley and swift pulley.

3.2.5.7 OILERS
a. All departments
b. Keep all caps at oiling points properly closed, and renew when found
missing.
 21

c. Clean oil connections with standard tools, and keep them in good
condition.
d. Before applying grease with pressure gun, wipe the nozzle and grease
nipples, and after greasing wipe off the excess lubricant.
e. Apply correct quantity and quality of oil and grease at each lubricating
spot.
f. Make sure that grease enters is required quantities.
g. Check oil gauges regularly, and keep them clearly visible.
h. Never allow lubricants to remain exposed and get contaminated with dust
and fluff.
i. Report to superior immediately if any difficulty is experience during
lubricants.
j. Take special care in lubricating bearings as given under ― Bearing Care
and Maintenance.

3.3 MAINTENANCE STRATEGIES OR OPTIONS

A Maintenance strategy or option means a scheme for maintenance, i.e.an
elaborate and systematic plan of maintenance action. Following are the
maintenance strategies that are commonly applied in the plants.
a. Break down Maintenance or Operate to Failure or Unplanned
Maintenance
b. Preventive or scheduled Maintenance
c. Predictive or Condition Based Maintenance
d. Opportunity Maintenance & Design out Maintenance

The equipment under breakdown maintenance is allowed to run until it

breaks down and then repairing it and putting back to operation. This strategy is
suitable for equipments that are not critical and have spare capacity or
redundancy available. In preventive or scheduled Maintenance, maintenance
 22

actions such as inspection, lubrication, cleaning, adjustment and replacement

are undertaken at fixed intervals of number of hours or Kilometers, An effective
PM program does help in avoidance of accidents. Condition monitoring (CM)
detects and diagnoses faults and it helps in planned maintenance based on
equipment condition. This condition based maintenance strategy or predictive
maintenance is preferred for critical systems and for such systems breakdown
maintenance is to be avoided. A number of CM techniques such as vibration,
temperature, oil analysis, etc., have been developed, which guide the users in
planned maintenance. In opportunity maintenance, timing of maintenance is
determined by the procedure adopted for some of the items in the same unit or
plant. In design out maintenance, the aim is to minimize the effect of failures
and in fact eliminates the cause of maintenance. Although it is an engineering
design problem, yet it is often a responsibility of maintenance department. This
is opted for items of high maintenance cost that are due to poor maintenance,
poor design or poor design outside design specifications. It may be mentioned
that a best maintenance strategy for each item should be selected by considering
its maintenance characteristics, cost and safety.
In addition to the above, new strategies concepts such as Proactive
Maintenance, Reliability Centered Maintenance (RCM), Total Productive
Maintenance (TPM), etc. have recently been evolved to look it from different
perspectives and this has helped in developing effective maintenance. In
proactive maintenance, the aim is identify what can go wrong, i.e.by monitoring
of parameters that can cause failures.

In RCM, the type of maintenance is chosen with reliability of the system

in consideration, i.e. system functions, failures relating to those functions and
effects of the dominant functional system failures. This strategy in the
beginning was applied to critical systems such as aircrafts, nuclear and space
applications. At present, this is being extended to critical systems in the plant.
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TPM, Japanese concept, involves total participation of all concerned. The aim is
to have overall effectiveness of the equipment with participation of all
concerned using productive maintenance system.

3.4 FUNCTIONS OF A MAINTENANCE DEPARTMENT

Following are the major functions of a maintenance department.
a. Maintenance of installed equipment and facilities
b. Installations of new equipment and facilities
c. PM tasks – Inspection and Lubrication of existing equipment
d. CM Tasks – Monitoring of faults and failures using appropriate
techniques
e. Modifications of already installed equipment and facilities
f. Management of inventory
g. Supervision of manpower
h. Keeping records

3.5 MAINTENANCE ORGANIZATION

It is concerned with achieving an optimum balance between plant
availability and maintenance resource utilization. The two organization
structures that are common are: Centralized and Decentralized.

A decentralized structure would probable experience a lower utilization

than the centralized one but would be able to respond quickly to breakdowns
and would achieve higher plant availability. In proactive, one may have a mix
of these two. The interdependent components are listed.

1. Resources: Men, spares and tools

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2. Administration: a hierarchy of authority and responsibility for

deciding what, when and how work should be carried out.
3. Work planning and control System: a mechanism for planning and
scheduling the work and feeding back the information that is needed for
correctly directing the maintenance effort towards defined objective.
It may be mentioned that maintenance/production system is a
continuously evolving organism in which the maintenance organization will
need continuous modifications in response to changing requirements. Moreover,
it is required to match the resources to workload. Maintenance activities – be it
preventive or condition monitoring, involves use of resources. Such as men and
materials including documents. This requires coordination amongst the involved
personnel so that these are undertaken in time. Work planning and control
system under maintenance management in the plant ensures this and provides
planning and control of activities associated with maintenance. This means
application of general management principles of planning, organizing, directing
and controlling to the maintenance functions, e.g to the establishment of
procedures for development of maintenance strategy and to models describing
the flow of work through maintenance work planning department. Control
system controls the maintenance cost and plant condition.

3.6 ELEMENTS OF EFFECTIVE MAINTENANCE MANAGEMENT

An effective maintenance system includes the following elements.
a. Maintenance Policy
b. Control of materials
c. Preventive Maintenance
d. Condition Monitoring
e. Work Order
f. Job planning
g. Priority and backlog control
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h. Data recording system

i. Performance measurement measures or indices

Maintenance performance for a plant or an organization can be assessed

through analysis or Reliability, Availability and Maintainability (RAM) plant
data. Relevant parameters, measures or indices for specific plants can be
identified. The performance over a period of time will show if it is improving,
going down or being sustained. This will also help in knowing how well the
objectives are being met. In addition, it will guide the areas which are storing
and which need to be strengthened. Use of computers and dedicated software
will certainly help in implementing this and the maintenance management
system in general.
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CHAPTER 4
CONCLUSION

Maintenance is a programme for the various parts of machines working in

as perfect and order as possible with minimum wear and tear. As Prevention is
better than cure‖ .it is always better to have a maintenance team to do the
functions such as duly change and repair the machine parts, overhauling,
settings, and timing of various motions. It is very important to maintain a
routing record of maintenance schedule. This gives the life history of each
machine and also guides the production in charge so as to the progress and
condition of machinery under his care. The modern machineries necessitate
every mill to have a good organized maintenance department with adequate
infrastructure and it should carry the maintenance programme. Safety and health
measures play an important role in any industry. It is essential that the workers
be aware of the various occupational hazards in the industry. At the same time,
it is necessary that the management take the necessary steps to protect the
workers from potential hazardous situations.