SE429


Planning is an analytical process which encompasses an assessment of future, the determination of desired objectives, the development of a course of action to achieve such objectives and the selection of a course of action among alternatives.

Maintenance Operations and
Control

An effective maintenance operation and control system is the backbone for sound maintenance management.
Controlling maintenance means the coordination of demand for maintenance and available resources to achieve a desired level of effectiveness and efficiency .

Characteristic of an Effective
Operation and Control System(OCS)
The following four items must have clear methods and procedures of handling in any effective OCS .
1. Maintenance Demand ( What work to be done and when)
2. Maintenance resources ( who will do the work and what material and tools needed)

Characteristic of an Effective
Operation and Control System(OCS)
3. Procedures means for coordinating, scheduling and executing the work.
4. Performance and quality standards
( how long it takes to do a job and acceptable specification.
5. Feedback monitoring and control

The work order system : is the vehicle for planning and controlling maintenance work. It also provides the needed information for monitoring and reporting maintenance work. A clear goal and effective procedures are essential for the implementation of the work order system and control of maintenance activities

PURPOSE OF MAINTENANCE
WORK ORDER SYSTEM
1 .
Requesting in writing the work to be performed.
2.
Assigning the Best Method and Safety to Perform work in an estimated amount of time.
3.
Reducing Cost through Man-Hours and
Material Control.

PURPOSE OF MAINTENANCE
WORK ORDER SYSTEM
4.
Performing Predictive and Preventive
Maintenance.
5.
Improving Planning & Scheduling of
Maintenance work.
6.
A source of Data Collection for
Reporting Time Standard Development and Control.

INFORMATION CARRIED BY A
WORK ORDER
Planning Information
1.
Inventory Number Unit Description
2.
Person Requesting Job
3.
4.
5.
Job Description
Time Standards
Job Specification and Code Number

INFORMATION CARRIED BY A
WORK ORDER
Information for planning
6 Date Required and Priority
7 Trades Required and Co-ordinating
Foreman
8 Special Tools
9 Safety Procedures
10 Drawing and Manual Number

INFORMATION CARRIED BY A WORK ORDER
Control Information
3.
4.
1.
2.
Cost Code for Work Type
Actual Time Taken
Cause and Consequence of Failure
Action Taken

TIME REPORTING
In order to control costs and provide information leading to method improvement, it is essential that an accurate reporting of time be included in the maintenance control system. Figure 2.6
illustrates a job that can be issued

The following are the sequential steps for the work order processing:
 1. Upon receipt of the work request by the planner (it can be initiated via telephone, computer terminal, or in hard written form) it is screened and a work order is planned and completed, showing the needed information for planning, execution and control (see chapter 6). Usually 3 to 4 copies are filled and routed in the system.

 2.
The work order is registered in a register that lists pertinent data for each work order.

 3.
One copy (usually copy 1) is filed by work order number in the maintenance control department.
Two copies (copy 2 and 3) are given to the concerned foreman and one copy (copy 4) is sent to the work originator.


4.
The foreman assigns work to the appropriate craft and gives him one copy (it could be either copy 2 or 3). Let us assume it is copy 3.
The craft performs the needed work and fills the necessary information about actual work done (such as actual time, actual material used, etc.) and hands the copy over to the foreman.

5.
The foreman verifies information and checks the quality of work and puts this verified


6. The planner puts the information on copy 1 and sends copy 3 to the originator.
 7. The planner sends copy 2 to accounting to fill in information about costs. After that, the copy is sent to the department where the maintenance information system is maintained (it could be a unit by itself or within planning and


• scheduling, depending on the situation). The information in the work order is entered in an equipment history file.
 8. Copy 1 is filed in a closed work order file and kept for some time (usually for 3 to 6 months), and then ultimately destroyed.

Originator of work
Work request received and screened.
Work order planned and prepared (4 copies), Copy 1 filed in open work file
Foreman of appropriate unit, keep
Copy 2 and passes copy 3
Craft performing job. Completes job and posts needed information on work order
Foreman of appropriate unit fills verifying information on copies 2 & 3
Copies 2 an 3 returned to planning and scheduling.
Information filled on copy 1 .
Accounting.
Accounting fills costs information

Job Report
Employee Name:
Facility Name
Equipment defect
Corrective action
Spares / materials used
Measurement / observations
Overall equipment condition
Remarks :
Time taken:
Craft:
Date
Location
Report No.
Starting Time:
Identification

Employee Name ………………………………………………….
Week Ending …………………………………… Shift …………………………….
Foreman Approval: Name …………………………. Signature ……………………….
Day
W
TH
F
S
SU
M
T
Job 1
Number Hours spent
Job 2
Number Hours spent
Job 3
Number Hours spent
Job 4
Number Hours spent
Job 5
Number Hours spent
Total hours
Figure 2.6 Daily work time card

It is necessary to record the following:
 1. Equipment specifications and location.
 2. Inspections, repairs, servicing and adjustments carried out, and break downs and failures and their causes and the corrective action u undertaken.

 3. Work done on the equipment, component repaired or replaced, condition of wear and tear, erosion, corrosion, etc.
4. Measurements or readings taken, clearance, results of tests and inspections.
 5. Failure time and the time lost to carry out repairs.

Date Maintenanc e performed
Downtim e
Spare parts and materials
Labor Lost
Product ion
HRS
Labor cost
Spare parts and material s cost

Maintenance control comprises the following three important functions:
1. Work order coordination and planning.
2. Work order processing.
3. Information feedback and corrective action .

Work order coordination is concerned with satisfying maintenance demand while requirements for production (service), and necessary capacities of maintenance resources and constraints are met.
Work order processing is concerned with work order release, scheduling, and work dispatch.
The feedback and control function essentially deals with information gathering and decision tasks for achieving set goals and objectives.

Next Slide Shows the relationships between these functions

Work order coordination and planning
Work order processing
Work order execution

This function, according to Gits consists of four decision functions
(Figure 2.9).
1. Preventive maintenance planning.
2. Corrective classification.
maintenance
3. Adaptive maintenance acceptance.
4. Maintenance capacity adjustment

Operational constraints
Preventive maintenance planning
Corrective maintenance classification
Adaptive maintenance acceptance

It consists of the following three control functions:
1. Work order release,
2. Work order scheduling, and
3 Work order dispatching.

Fixed work orders Adaptable work orders
Feedback
Work order release
Released work orders Feedback
Work order scheduling
Scheduled work orders
Feedback
Work dispatching
Dispatched work
Feedback

Feedback information and corrective action is concerned with the collection of data about the status of the work execution, system availability, work backlog, quality of work performed.
Then this information is analyzed and an appropriate course of action is formulated .

This course of actions and decisions is aimed at improving the following:
1. Work control
2. Cost control
3. Quality control
4. Plant condition control.

This type of control monitors the work status and the accomplished work to investigate if the work is done according to standards (quality and time). A set of reports are generated in this category of control.
These include a report showing performance according to standard by the crafts utilized for the job and their productivity.
In this report, it is a good practice to indicate what proportion of maintenance work is performed using overtime.

Other reports that are useful for work control are backlog, percentage of emergency maintenance to planned maintenance, and percentage of repair jobs originated as a result of PM inspection.
All these reports reflect some sort of efficiency measures.

An excessive or too little backlog necessitates a corrective action. In case a down trend in the backlog is identified, one of the following actions may be necessary:
1. Reduce contract maintenance
2. Consider transfer departments or crafts between
3. Down size the maintenance force.

If the backlog is increasing and a clear trend is identified a corrective action is needed which may include one of the following:
1. Increase contract maintenance
2. Transfer between departments or crafts
3. Schedule cost effective overtime
4. Increase maintenance work force.

Actions to control cost include:
1. Considering the use of alternatives maintenance materials
2. Modifying inspection procedures
 3. Revising Maintenance procedures, particularly making adjustments in size of crew and methods.
 4.
Rdesigning material handling system or workshop layout

The action may entail a modification in the current maintenance policy and training of crafts. (For more details see
Chapter 8.)

If downtime is excessive or the equipment availability and readiness is low, a corrective action must be taken to minimize the occurrence of failure.
The corrective action may require establishment of a reliability improvement program or a planned maintenance program, or both .

1.
Planned maintenance
2.
Emergency maintenance
.
3.
Reliability improvement

4 .
Cost reduction
5.
Training and employee motivation
6.
Equipment management program

In planned maintenance all activities are pre-planned. This include material planning and stocking. Material planning permits more reliable scheduling in addition to cost savings in material delivery and ordering.
Also, the jobs will be scheduled at times that do not disrupt deliveries or production schedules.

 1. Introduce the emergency maintenance into the regular schedule and then pick up the backlog with either overtime, temporary workers or contract maintenance. It is an accepted practice in industry to allow 10-
15% of load capacity for emergency work.
2. Estimate the amount of emergency maintenance and assign skilled dedicated crafts for the emergency work order

1. Report reliability measures for major equipment
2. Implement Reliability centered maintenance

1. Implement elements of TPM
2. What is TPM

. In the effort aiming at reducing costs, the following should be considered.
1. Alternative material and spare parts.
2. Alternative method for inspection and overhaul.
3. Alternative equipment and tools.
4. Alternative procedures for planning and scheduling.
5. Alternative job time standards

1. Incentive programs tied to productivity
2. Effective training

 Maintenance Management Information
Systems
 Maintenance Quality Control
 Measuring Maintenance Performance
 Auditing and Continuous Improvement

SUPPORTING SYSTEM / SERVICES
1. Inventory Control & Stores / Purchasing
2. Engineering / Modification
3. Reliability / Technical Services
4. Safety and Environmental (Sometimes)
5. Information Systems