EVOLUTION

Maintenance is an age old function, which developed and progressed, knowingly or unknowingly, along with the operation of equipments. In early ages, maintenance was, probably, not a separate identity but the job of maintenance was considered as part and parcel of operators job. This was possible because of simplicity and openness of machines and equipments. In these days, nailing of a cracked wooden frame of a chariot or tying a broken or cracking piece with rope was done by the same person who was operating the same. Even the ancient carvings on the Egyptian tomb of Ra-En-Ka (about 2600 to 1700 BC) shows that a sledge is being used to transport a stone monument and a man is pouring some liquid, probably to lubricate the runners of the sledge, for easy movement. Thus, even lubrication job, which is basically a maintenance job, as done by the same personnel without giving the job a separate identity. However, with the growth of industrialization, the complexity of the machines increased and the machines became less simple and less open. This started creating problems for the operating personnel and the concept of maintenance as a separate discipline and separate identity started. Maintenance Prevention (MP) was probably first known in 1960s from a factory Magazine in United States and that Maintenance Prevention (MP) meant design, manufacture or purchase of equipment, which is free from maintenance. The growth and speed of inflation in 1970s gave rise to new awareness of the rising costs for downtimes or loss of use. Also the asset and equipment / component replacement costs became so inflated and increased that well managed maintenance programs, to enhance the life of existing equipments and components, became the essential aspects of all management strategies. In an industry of today, Plant Engineering is probably the biggest force to increase productivity (other than the motivation work force) and Maintenance Engineering / Maintenance Management is the most important component of Plant Engineering. Maintenance is an investment that buys / gives more production time. With the increase of complexity, sophistication and automation of equipments, a very serious burden now falls on maintenance engineers regarding the quality and quantity of maintenance, maintenance aids and their documentation etc. Problems do not increase in linear proportion to the increase in production but increase in astronomical proportions. We can take a rough example of problems in a family of husband and wife when another women or man comes in. Also we cannot cope up todays jobs and problems with yesterdays tools and techniques. We have to use tools and technique of today, compatible with todays problems and also with the anticipated problems of tomorrow (near future). Educational and research institutions should cooperate with industries to ease out the problems. If all these are not taken care of, a maintenance man would be so busy in committing suicides that he would hardly have any time to live i.e. he would be busy in fire fighting breakdowns rather than preventing / eliminating the same. A maintenance system of today includes many aspects some of which are given below: 1. Protecting the buildings, structures and plants. 2. Increasing equipment availability and reducing downtimes; also helping in increasing utilization of equipments. 3. Controlling and directing labour forces. 4. Economy in maintenance department. 5. Maximizing utilization of available resources. 6. Ensuring safety of installations and reducing environmental pollution. 7. Recording expenditure and costing of individual jobs and of department / section. 8. Preventing waste of tools, spares and other materials. 9. Emphasis on waste recovery. 10. Preparing maintenance budgets. 11. Improving technical communications. 12. Measuring plant performance as a guide for future actions. 13. Training of maintenance personnel on related topics. MAINTENANCE OBJECTIVES From various aspects of maintenance, mentioned in preceding paragraph, the maintenance objectives of a big industrial undertaking like steel plants, can be enumerated as below:

To maintain plant and equipments at its maximum operating efficiency, ensuring operational safety and reducing downtime. To safeguard investments by minimizing rate of deterioration and achieving this at optimum cost through budgeting and control. To help management in taking decisions on replacements or new investments and activity participate in specification preparation, equipments selection, its erection and commissioning. Development pf resources for equipments and spares and providing technical help for Vendors / equipment suppliers selection / rating and import substitution. Help in implementation of suitable procedures for procurement, storage and consumption of spares, tools and consumables etc. Standardization of spares and consumables in conformity with plant, national and international standards and help in adoption of these standards by all uses in the plant. Also help in variety reduction and inventory control. Running of centralized services like Steam Generation, water supply, air supply and fuel supply etc. Running of captive workshops for repair and reconditioning and also making some new spares. Help in training and development of skilled workmen and executives.

MAINTENANCE POLICIES AND PHILOSOPHIES In order to streamline the understanding of different types/systems of maintenance functions, the classification can be done on the basis of planning and critically/essentially of jobs. Some jobs may be planned in advance but some jobs may have to be taken up immediately and un-planned. Planned and un-planned jobs can be classified further depending on the nature of the job and its essentiality. The detailed classification is shown below. Maintenance system has two types: 1. Un-planned 2. Planned Un-planned maintenance has three types: 1. Corrective Maintenance 2. Opportunistic Maintenance 3. Emergency or Break down maintenance Planned maintenance has four types: 1. Routine Maintenance 2. Preventive Maintenance 3. Predictive Maintenance 4. Design-out Maintenance Breakdown Maintenance In a break down maintenance system, repair is undertaken only after the failure of the equipment. The equipment is allowed to run un-disturbed till it fails. Off course, lubrication and minor adjustment (pressure, flow etc.) are done during this period. Only when equipment fails to perform designed functions or comes to grinding halt, any other maintenance/repair job is taken.

On the face value, this system appears to be simple and less expensive but it is not really so. It may work well in a small factory/plant where: Numbers of equipment are few. Equipments are very simple and repair does not call for specialist tools/tackles. Where sudden stoppage/failure of equipments will not cause serve financial loss in terms of delivery commitment or further damage to other equipments/components. Where sudden failure will not cause serve safety or environmental hazards. In such small factories, generally there is no specialized maintenance crew. Maintenance is normally done by persons operating the machine and other connected persons. Maintenance is generally done to put back the breakdown m/c into operation but not much job is done to prevent recurrences of such breakdowns. Spears are generally kept with persons operating the machine or their superiors.

CORRECTIVE MAINTENANCE
Corrective maintenance as it implies, means maintenance actions for correcting or restoring a failed unit (or the units going to fail). Its scope is very vast and may include different types of actions from small actions like typical adjustments and minor repair to re-design of equipment. It includes both planned and un-planned actions and is governed by failure of the items as wells as condition of the items. Actions in corrective maintenance can be sub-divided, according to priority, as follow: 1. Emergency work, high priority, generally off-line so that, after stopping the equipment, normally less than 24 hours notice is given for taking the job. 2. Deferred work-jobs of lower order priority; generally off-line. 3. To eliminate/reduce repetitive breakdown. 4. Reconditioning or Re-design jobs. Corrective maintenance is generally one tie task so that once taken up competed fully. Each corrective maintenance job may differ from the other. Some of the corrective maintenance jobs may differ from the other. Some of the corrective maintenance jobs may call for collection of extensive data/information about breakdowns and their causes etc. and proper analysis of those data before coming to conclusion about actual jobs to be done. Techniques like Cause and Effect Analysis (Fish-bone diagram/Parameter diagram) etc. help these cases. Some jobs may have the following stages: Collection of data/informations and analysis. Identify likely causes. Find out the best possible solutions to eliminate likely causes. Implement those solutions, etc. OPPORTUNISTIC MAINTENANCE In multi-component system, with several failing components often it is advantageous to follow opportunistic maintenance also. When an equipment or system is taken down for maintenance/changing of one or few worn-out components, the opportunity can be utilized for maintaining/changing other wearing out components even though they have not failed.

This would probably be economical in the long run than taking shut down when other components fail. Normally cost of replacing several parts jointly is much less than the some of the costs of several separate replacements. However, cost of left over life of the components, which are going to be changed, has to be taken into considerations in such calculations. Opportunistic maintenance is very beneficial for non-monitored components, which are in assessable for inspection without replacement, replacement policy can be considered. For non-monitored components, which can be inspected before replacement, inspection policy can be considered. As a commonly used example in automobile engine, if one valve gives problem and needs grinding, all other valves are also ground in the some shut down. ROUTINE MAINTENANCE Routine maintenance is the simplest form of planned maintenance but very essential. As the name implies, routine maintenance means carrying out minor maintenance jobs regular intervals. It involves minor jobs such as cleaning, lubrication inspection and minor adjustment of pressure flow, tightness etc. and tightening of loose parts etc. it also includes inspection of bearings, V belts, couplings, joining, foundations. Bolts etc. The small and critical defects during inspection are rectified immediately and bigger jobs are planned for rectification during next available shut down. Such maintenance is essentially for effective, scheduled and preventive maintenance.

Routine maintenance is not need-based. In an equipment some motors may be running four hours a day and some motors may be running twenty hours in a day, but, in routine maintenance, all are inspected at the same frequency. This may lead to some amount of over-maintenance on some equipments or components but this system pays handsomely in the long run. Regularity i.e. carrying out planned jobs regularly in simple cyclic schedules is very essential in routine maintenance. Such schedules are simple {like check, clean. Lubricate, tighten. Adjust etc} and repetitive. Routine maintenance may also consider a small portion of preventive maintenance.

PREVENTIVE MAINTENANCE This is one of the oldest maintenance systems being practiced in industries. It is easy to understand and is still being used extensively. Today corrective maintenance and Condition-Based Maintenance [diagnostic maintenance] etc. are also added to this concept to some extent. Preventive maintenance [PM] is the planned maintenance of plants and equipments [including and resulting from periodic inspections] in order to prevent or minimize breakdowns and depreciation rates. As it covers vast areas, occasionally some people get misled about its coverage. In general, the various component of PM are as follows: 1. Check drawings design and installation of equipments including subsequent redesign and minor modifications depending on specific nature of problems 2. Proper identification of all items, proper documentations and conditions: History cards/records Spares catalogues, equipment catalogues and inventory list Job manuals etc. Maintenance Work order etc. 3. Periodic inspection of plants and equipments: Use of checklists by inspectors and its frequency, daily, shift-wise, weekly, monthly etc. Well-qualified and experienced inspectors. Use of necessary aidsTest equipments, Vibration meters, Ultrasonic and X-ray equipments etc. Preparing total defect lists and their categorization. 4. Repetitive Servicing, repairs, upkeep and overhauls: Minor repairs Medium Repairs-roughly around 50% of job of major overhauls. Major overhauls or capital repairs. Emergency repairs or corrective repairs. Recovery or Salvaging- when equipment has undergone several major repairs. TEROTECHNOLOGY The life & reliability of a equipment can be improved by proper application of Tribology & terotechnology. Tribology the science & tech. of friction, wear, & fear aspects. It deals with study of friction, wear, tear, & their control. Industrial study has believed that cost & replacement of born-out components may be as high 70% of total component. In any industry it is highly desirable that equipment remain available for operational utilization. Therefore cause for design out maintenance, which is the main theme of terotechnology. The application of this concept is following design features included in equipment: 1. The design of equipment should be such that it requires no or minimum maintenance work. This ensures better performance & productivity. 2. Provision should be made to send periodic feed back on the performance of system to the designer to enable him to make modification to achieve the desire performance. 3. All consult person should be proper training on the working & maintenance aspects of equipment. 4. The important area of terotechnology is condition monitoring, protective device & application of advance maintenance engg. APPLICATION
Audit performance Identify short coming Function expects

Technology Infrastructure To enhance problem solving capability

Material science

Problem Solution

Metallurgical Lubrication

Solution Implementatio Feed back n

Manufacturin g Operation R&ds

The nature of the maintenance activity was determined by the manner in which plant and equipment was designed, selected, installed, commissioned, operated, removed and replaced. Major benefits could come to British industry from the adoption of a broadly based technology which embraces all these areas, and because no suitable word existed to describe such a multidisciplinary concept, the name terotechnology (based on the Greek work tero---to guard or look after) was adopted. In 1975 the committee for terotechnology defined terotechnology as follows: A combination of management, financial, engineering and other practices applied to physical assets in pursuit of economic life cycle costs the following was then added--Its practice is concerned with the specification and design for reliability and maintainability of plant, machinery, equipment, buildings and structures, with their installation and replacement, and with the feedback of information on design, performance and costs. It can be seen that the concept of terotechnology had drifted from a point where maintenance and unavailability costs were of central importance to a very general and less tangible subject area, the relevance and applicability of which is, as yet, far from gaining full acceptance by industry. The author is inclined to the view that the definition attempts to encompass too diverse a range of physical assets (e.g. from school buildings to steel processing plant) across which the main cost factors may differ by many orders of magnitude. This book will therefore be mainly concerned with industrial plant where the main maintenance-related costs are those of resources, unavailability and, in life cycle terms, useful life .the author has arrived at a clear preference for understanding this important subject area in terms of the optimization of total maintenance costs over the equipment life cycle. It is implicit in this definition that certain categories of unavailability can be classified as indirect maintenance costs, and the costs of maintenance resources as direct maintenance costs. ECONOMY OF MAINTENANCE Maintenance economy is approved allocation of funds with in which maintenance engineers and in charges can operate with reasonable amount of freedom for their activities / jobs. Economy of maintenance is essential and also very advantageous to control maintenance is a service organization and probably no better way is available to control its costs. Other benefits of such economy are that: It improves the system effectiveness and efficiency of maintenance organization, increase of expenditure over economy is generally because of some inadequate / wrong planning or untimely planning. Maintenance personnel know their economy in advance and, so, they plan their expenditure judiciously and timely so that no job is held up and never there is shortage of funds. It is very effective technique for projecting future and additional requirements of funds. Generally there are no disadvantages of economy maintenance expenditure if the economy has been done properly and with foresight. However disadvantages and problems are faced if the economy is not done properly with foresight and if economy is not flexible and, in that case, a maintenance in charge has to run from pillar to post to carry out some urgent job and delay is also caused. Economy can be of the following three types: Appropriation economy, which set a lump sum as the maximum amount that, can be spent for a given item.

 Fixed economy which specify the allowable amount of costs for a period of time. Flexible economy, which relate the allowable cost to some measure of activity. Economy for maintenance cost would require a combination of all three types mentioned above. Certain type of maintenance work are best planned as Projects or Jobs such as Capital Repairs, major overhauls, and rearrangement of shop equipments etc. and the appropriations type economy should be used in regard to such jobs. This may be, to some extent, similar to capital economy mentioned earlier. The bulk of such costs take the form of maintaining lab our and facilities in a state of ready to serve and these are best in the form of a fixed economy. TRAINING IN MAINTENANCE Training is very essential for maintenance personnel because; Maintenance personnel have to encounter more uncertainties and unpredictable situations. Maintenance jobs are a multi-disciplinary function. Maintenance repair technology is changing very fast and new developments are taking place regularly in that direction. Training increase the effectiveness of maintenance personnel with situations where many necessary behaviour aspect and technical and skill aspect. It gives a clear picture of what is expected of them. Training also creates a feeling amongst maintenance personnel that skills are important, needed and highly valued. For maintenance personnel manpower effectiveness and manpower potential, following can be considered: Manpower Effectiveness = Manpower potential * Application factor The application factor is the product of morale, skill and management factors and is always less than one. The job of training and human resource development is to increase his application factor to as near to one as possible so that the effectiveness of maintenance manpower improves towards the potential and they are able to give more and better output. OBJECTIVES OF MAINTENANCE Training and development of maintenance personnel is, primarily, planned and designed to achieve following objectives; 1. Knowledge Objective: - These objectives refer to knowledge acquired during training regarding maintenance policies and systems, preventive, predictive and corrective maintenance, condition monitoring and diagnosing, fault and defect analysis, planning, scheduling and recording keeping etc. 2. Attitudinal Objectives: - It is commonly believed that attitudes influence the behaviour, which affects the output and effectiveness of maintenance personnel. 3. Skill Objectives: - Skill generally refers to ability and expertness of a person to perform his job. One of the important objectives of training is to improve the skill of maintenance personnel in his own trade and to impart skill of other necessary trades, especially in case of multi-trade concepts. 4. Job Behaviour Objectives: - Here the attention is focused on the extent to which knowledge, skills and abilities acquired during the training can be generalized or transferred to maintenance problems solving efforts. 5. Advanced technological Objectives: - These objectives refer to short term training programs aimed to acquaint maintenance engineers and supervisors about the modern developments taking place in the field of repair and maintenance technologies. TEN COMMANDMENTS OF TRAINING: Before designing any training and management development program, following principles should be considered which would increase the productivity in maintenance personnel, which, in turn, will enhance the organizational productivity. 1. Development depends place largely on the job. 2. Different jobs require different skills.

3. 4. 5. 6. 7. 8.

The job must obtain challenge. The challenge experienced must be continual but gradual. Periodic recuperation eases and consolidates learning. Development must be an essential part of management, job. All development is basically self-development. Organization should base promotions as much on assessed potential as on observed performance. This is a common practice now a day in almost all industries. 9. Organization must consider the total individual. 10. Successful development program require monitoring. Categories of Training In an industry, the training may be of different types and categories and on different subjects. Various training and development program for maintenance personnel can be roughly grouped into the following categories: Safety and environment management / protection. Induction and orientation. Human behaviour and management aspects. Job and skill related training. Specific trainings as part of commissioning and handing over of new equipments. Specialized training. Training of trainers.

Modes of Training Mode of training is selected mainly on type and critically of training and number and profile of participants. Generally a combination of modes is used. Few are mentioned below: Classroom and blackboard lecture. Charts, posters, displays, wall mock-ups etc. On job training. Visits to workshops and functional shops and discussions. Computer displays. Interaction and visits to manufactures places.