Plant Maintenance

Plant Maintenance
Background
 Since the Industrial Revolution, maintenance of engineering equipment in the
field has been a challenge. Although impressive progress has been made in
maintaining equipment in the field in an effective manner, maintenance of
equipment is still a challenge due to factors such as size, cost, complexity, and
competition.
2.
 Needless to say, today’s maintenance practices are market driven, in particular
for the manufacturing and process industry, service suppliers, and so on.
 there is a definite need for effective asset management and maintenance
practices that will positively influence critical success factors such as safety,
product quality, speed of innovation, price, profitability, and reliable delivery.
3.
 Each year billions of dollars are spent on equipment maintenance around the
world.
 Over the years, many new developments have taken place in this area. The
terms “maintenance” and “maintenance engineering” may mean different
things to different people.
4.
 For example, the U.S. Department of Defense sees maintenance engineering as
a discipline that assists in acquisition of resources needed for maintenance, and
provides policies and plans for the use of resources in performing or
accomplishing maintenance.
5.
 In contrast, maintenance activities are viewed as those that use resources in
physically performing those actions and tasks attendant on the equipment
maintenance function for test, servicing, repair, calibration, overhaul,
modification, and so on.
 Plant
A Plant is a place where men material money
equipments etc are brought together for
manufacturing process
 What is Maintenance

A formal definition of maintenance is

“that function of manufacturing
management that is concerned with
day to day problem of keeping the
physical plant in good operating
condition”
Objectives.
 The objective of plant
maintenance is to achieve minimum
breakdown and to keep the plant in
good working condition at the
lowest possible cost.
 Minimize loss of productive time
 Machines and other facilities should
be kept in such a condition which
permits them to be used at their
optimum (profit making) capacity
without any interruption or hindrance.
 Minimize repair time & cost
 Keep productive assets in working
condition
 Maintenance division of the factory ensures the availability of
the machines, buildings and services required by other
sections of the factory for the performance of their functions
at optimum return on investment whether this investment be
in material, machinery or personnel.
 Minimize accidents
 Minimize total maintenance cost
 Improve quality of products
 its main objective is to rapidly restore the equipment to its
operational readiness state using available resources
 improve maintenance operations, reduce the amount
and frequency of maintenance, reduce the effect of
complexity
 The main purpose of
regular maintenance is to
ensure that all equipment
required for production is
operating at 100%
efficiency at all times.
 Importance of Plant
maintenance

 Theimportance of plant
maintenance varies with the
type of plant and its production
Equipment breakdown leads to an enviable loss of
production. If a piece of equipment goes out of order in a flow
production factory, the whole line will soon come to a halt.
Other production lines may also stop unless the initial fault is
cleared. This results in an immediate loss in productivity and a
diminution of several thousand rupees per hour of output.
 An un-properly maintained or neglected plant will
sooner or later require expensive and frequent repairs.
With the passage of time all machines or other facilities
(such as transportation facilities, buildings etc.) wear out
and need to be maintained to function properly.
 A properly maintained equipments will reduce
the loss in production time & spoiled materials
(because sudden stoppage of process damages
in-process materials)
Type of Maintenance
Traditionally, 5 types of maintenance have been
distinguished, which are differentiated by the nature
 Corrective maintenance
 Preventive Maintenance
 Predictive Maintenance
 Zero Hours Maintenance (Overhaul)
 Periodic maintenance
 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.
 Preventive Maintenance:
Its mission is to maintain a level of certain service
on equipment, programming the interventions of their
vulnerabilities in the most opportune time. It is used to
be a systematic character, that is, the equipment is
inspected even if it has not given any symptoms of
having a problem.
 Predictive Maintenance

 is maintenance that monitors the

performance and condition of
equipment during normal operation to
reduce the likelihood of failures. Also
known as condition-based maintenance
Zero Hours Maintenance
(Overhaul)
 The set of tasks whose goal is to review the equipment at
scheduled intervals before appearing any failure, either when
the reliability of the equipment has decreased considerably so it
is risky to make forecasts of production capacity . This review is
based on leaving the equipment to zero hours of operation, that
is, as if the equipment were new. These reviews will replace or
repair all items subject to wear. The aim is to ensure, with high
probability, a good working time fixed in advance.
Periodic maintenance (Time
Based Maintenance TBM)
The basic maintenance of equipment made by
the users of it. It consists of a series of elementary
tasks (data collections, visual inspections,
cleaning, lubrication, retightening screws,…) for
which no extensive training is necessary, but
perhaps only a brief training. This type of
maintenance is the based on TPM (Total
Productive Maintenance).
 Maintenance Terms

 Maintenance concept:
A statement of the overall concept of
the item/product specification or policy that controls
the type of maintenance action to be employed for
the item under consideration.
 Maintenance plan:
A document that outlines the
management and technical procedure to be
employed to maintain an item; usually describes
facilities, tools, schedules, and resources.
 Reliability:
The probability that an item will perform
its stated functionsatisfactorily for the desired
period when used per the specified conditions.

 Maintainability:
The probability that a failed item will be
restored to adequately working condition.
 Active repair time:
The component of downtime when repair
persons are active to effect a repair.

 Mean time to repair (MTTR):

A figure of merit depending on item
maintainability equal to the mean item repair time. In
the case of exponentially distributed times to repair,
MTTR is the reciprocal of the repair rate.
 Maintenance person:
An individual who conducts preventive
maintenance and responds to a user’s service call to
a repair facility, and performs corrective maintenance
on an item. Also called custom engineer, service
person, technician, field engineer, mechanic, repair
person, etc.
 Inspection:
The qualitative observation of an item’s
performance or condition.
Losses Due to Poor Maintenance:

 Destruction of equipment

 Poor product quality

 Distinguished loss

 Induced loss
 Lower productivity

 Higher costs

 Poor employee morale

 Poor customer relations

 Destruction of equipment:

 If the equipment is used without maintenance, there is the

destruction of equipment which deteriorates beyond repair.
Overuse and careless use of machines cause premature
replacement of capital assets. Very often the need of maintenance
is not felt until the machine actually breaks down. Cost of
maintenance is considered as unnecessary expense rather than an
investment.
Poor product quality:

 Untimely, undetected and uncontrolled wear and tear

of machinery results in deterioration of product quality.
Distinguished loss:

 When a machine breaks down, the plan switches over

to an idle equipment to avoid disruption in production.
In an industry where the installed capacity is
underutilized, this may give the impression that excess is
being utilised.
 Induced loss:

 Production loss in one plant leads to negative consequences

for both the customers and suppliers. Frequent breakdowns
result in irregular deliveries. In order to ensure uninterrupted
production in the face of unstable supplies, the firm has to
keep high stocks of intermediate components and spare
parts. This is an unnecessary locking up of scarce capital and
waste of resources.
Lower productivity:

 Deterioration of plant and equipment results in

frequent interruptions or breakdowns which in turn
lead to production loss. Such loss is very high in capital
intensive and continuous process industries.
 Higher costs:

 Higher interruption in production means cost of idle

equipment and wages of idle labour. There is greater
wastage of materials and parts. Incompetent and
inadequate maintenance results in increase in unit
cost of manufacturing.
Poor customer relations:

 When the quality of product is poor

and delivery schedule is not
maintained, relations with customers
will deteriorate. This will lead to a
permanent fall in sales turnover and
loss of market.
Poor employee morale:

 When the quality of product is poor and delivery

schedule is not maintained, relations with
customers will deteriorate. This will lead to a
permanent fall in sales turnover and loss of market.
ENGINEERING MAINTENANCE IN THE
21ST CENTURY

 Due to various factors, it was established in the previous

century that “maintenance” must be an integral part of the
production strategy for the overall success of an organization.
For the effectiveness of the maintenance activity, the 21st
century must build on this.
 It is expected that equipment of this century will be
more computerized and reliable, in addition to being
vastly more complex. Further computerization of
equipment will significantly increase the importance
of software maintenance, approaching, if not equal
to, hardware maintenance.
 This century will also see more emphasis on
maintenance with respect to such areas as
the human factor, quality, safety, and cost
effectiveness.
 New thinking and new strategies will be required to
realize potential benefits and turn them into
profitability. All in all, profitable operations will be the
ones that have employed modern thinking to evolve
an equipment management strategy that takes
effective advantage of new information, technology,
and methods.
MAINTENANCE FACTS AND FIGURES

 Each year over $300 billion are spent on plant

maintenance and operations by U.S. industry, and it is
estimated that approximately 80% of this is spent to
correct the chronic failure of machines, systems, and
people.
MAINTENANCE FACTS AND FIGURES

 In 1970, a British Ministry of Technology Working Party

report estimated that maintenance cost the United
Kingdom (UK) was approximately £3000 million annually
MAINTENANCE FACTS AND FIGURES

 Annually, the cost of maintaining a military jet

aircraft is around $1.6 million; approximately 11%
of the total operating cost for an aircraft is spent
on maintenance activities.
MAINTENANCE FACTS AND FIGURES

 The typical size of a plant maintenance group in

a manufacturing organization varied from 5 to
10% of the total operating force: in 1969, 1 to 17
persons, and in 1981, 1 to 12 persons.
MAINTENANCE FACTS AND FIGURES

 The U.S. Department of Defense is the steward of the

world’s largest dedicated infrastructure, with a
physical plant valued at approximately $570 billion
on approximately 42,000 square miles of land, i.e.,
roughly the size of the state of Virginia.
MAINTENANCE FACTS AND FIGURES

 The operation and maintenance budget request of the U.S.

Department of Defense for fiscal year 1997 was on the order of $79
billion.

 Annually, the U.S. Department of Defense spends around $12 billion

for depot maintenance of weapon systems and equipment: Navy
(59%), Air Force (27%), Army (13%), and others (1%).
MAINTENANCE FACTS AND FIGURES

 In 1968, it was estimated that better maintenance

practices in the U.K. could have saved approximately
£300 million annually of lost production due to
equipment unavailability