Materials and Production Management

BBAGE 401
UNIT-4
Created by- Ms. Taruni Sharma

MAINTENANCE MANAGEMENT-
• Maintenance Management is concerned with the direction and
organization of resources in order to control the availability and
performance of the industrial plants to some specified level.
• Maintenance Management is also defined as the function of production
management that is concerned with the day-to-day problem of keeping the
physical plant in good operating condition.
OBJECTIVES-
1. Minimize the loss of productive time because of equipment failure.
2. Minimizing the repair time and repair cost.
3. Minimizing the loss due to production stoppages.
4. Efficient use of maintenance personnel and equipment’s.
5. Prolonging the life of capital assets by minimizing the rate of wear and tear.
6. To keep all productive assets in good working condition.
7. To maximize efficiency and economy in production through optimum use of
facilities.
8. To minimize accidents through regular inspection and repair of safety
devices.
9. To minimize the total maintenance cost which includes the cost of repair,
cost of preventive maintenance and inventory carrying costs due to spare parts
inventory.
 10. To improve the quality of products and to improve productivity.

Functions of Maintenance Management-

PRIMARY FUNCTIONS-
• Maintenance of existing plant buildings and grounds.
• Maintenance of existing equipments.
• Maintenance of inspection equipment.
• New installations of equipments and machineries
SECONDARY FUNCTION-
• Storekeeping (keeping stock of spare parts).
• Manufacturing Unit protection including fire protection.
• Waste disposal
• Insurance administration
• Pollution and noise control

Areas of Maintenance-
 Civil Maintenance
 Mechanical Maintenance
 Electrical Maintenance
 Information Technology Maintenance
Types of Maintenance-
 Break Down Maintenance or Corrective Maintenance
 Preventive Maintenance
  Predictive Maintenance
 Routine Maintenance
 Planned Maintenance or Productive Maintenance

Procedure for Maintenance Programme-

• Job identification or preparing facility register
• Preparation of history card
• Preparation of job specification
• Preparation of preventive maintenance program
• Preparation of preventive maintenance schedule
• Preparation of inspection report
• Preparation of maintenance report
• Feedback mechanism
PLANNING AND SCHEDULING OF MAINTEINANCE-
Maintenance Planning: process that identifies and addresses in
advance any situation that may occur. In addition, it identifies and
verifies the parts and tools necessary to carry out the intervention
and in which way they have to be done. Planning is therefore
useful to define “what”, “why” and “how” by specifying which
jobs have to be done with which materials, tools and equipment,
why a particular action has been chosen and how the work should
be completed. Planning activities include:

 – Managing faults and spare parts;

 – Ordering the missing parts;
 – Managing lists of suppliers

Maintenance Scheduling: it refers to the timing of the planned

work, “when” the work has to be performed and “who” is in
charge to do it. Moreover, Scheduling also means:
 – Planning the maximum amount of work with the available
resources;
 – Planning according to the work orders which have the
highest priority;
 – Minimizing the use of external resources by using the
internal workforce effectively.

Total Quality Management

(TQM)

Total Quality Management is a philosophy that involves

everyone in an organization with a continuous effort to
improve the quality and to achieve the customer satisfaction
and delight.

• Quality : A degree of excellence…………

Features of TQM

• Conformance to specifications.
• Conformance to requirements.
• What the customer thinks it is.
• Combination of Aesthetics, features and design.
• Value for money.
• The ability of a product to meet customer’s needs.
• Meeting or exceeding customer requirements now and in the
future.
• A customer’s perception of the degree to which the product
meets his/ her expectations.

Dimensions of Product Quality

• Performance
• Features
• Reliability
• Serviceability
 • Aesthetics (appearance)
• Durability
• Customer service
• Safety

Principles of TQM

• Focus on the customer

• Participation and team work
• Employee involvement
• Continuous improvement and learning

Benefits of TQM

• Gives positive company image

• Improves competitive ability
• Increases market share and net profits
• Reduces costs
• Reduces product liability problems
• Improves employee morale
• Improves productivity

Quality Control
• Quality Control begins with product design and includes materials, bought-
out items, manufacturing processes and finished goods at the hands of
customer.
• The aims of Quality control is the prevention of defects rather than
detection of defects.
Features of Quality Control
• Setting Quality Standards
• Appraisal of Conformance
• Taking Corrective Actions to reduce deviations
 • Planning for quality improvement

Deming’s 14 Principles
1. Create the purpose for continuous improvement of Products.
2. Adopt the new policy for economic stability.
3. Cease the dependency on inspection to achieve the quality.
4. End the practice of awarding business on price tag alone.
5. Improve constantly the system of production.
6. Provide the training on the job.
7.Adopt the modern method of supervision and leadership
8. Drive out the fear of failure and fear of change.
9. Breakdown the barriers between department and individuals.
10.Eliminate the use of slogans, posters, etc.
11.Eliminate the work standards and numerical quotas.
12.Remove the barriers for the hourly workers.
13.Organize a program of education and training.
14.Define Top Management’s permanent commitment for improving quality
and productivity

Deming’s PDCA Cycle

• P- Plan – Plan the improvement.
• D – Do- Implement the Plan.
• C- Check – How closely result meets the goals.
• A – Act – Use the improved process as standard practice.
Juran’s 10 Principles
1. Build awareness for the need and opportunity for improvement.
2. Set goals for improvement
3. Organize people to reach the goals
4. Provide training to the people
5. Carryout the projects to solve the problems
6. Report the progress continuously to the top management
7. Give recognition to the people
8. Communicate the results to everyone
9. Keep the score for the future
10.Maintain momentum by annual improvement.
Juran’s Quality Triology
Kaoru Ishikawa
• Ishikawa Diagrams (also called fishbone diagrams, herringbone
diagrams, cause-and-effect diagrams, or Fishikawa)
• It shows the causes of a specific event.
• Common uses of the Ishikawa diagram are product design and quality
defect prevention to identify potential factors causing an overall effect.
• Each cause or reason for imperfection is a source of variation.
• Causes are usually grouped into major categories to identify and classify
these sources of variation.
• The defect is shown as the fish's head, facing to the right, with
the causes extending to the left as fishbones; the ribs branch off the
backbone for major causes, with sub-branches for root-causes, to as many
levels as required.
• Ishikawa Diagrams
CIP – CONTINUOUS IMPROVEMENT PROCESS
LEAN MANAGEMENT – REDUCTION IN WASTE
Advantages
• Highly visual brainstorming tool which can spark further examples of root
causes
• Quickly identify if the root cause is found multiple times in the same or
different causal tree
• Allows one to see all causes simultaneously
• Good visualization for presenting issues to stakeholders
Disadvantages
• Complex defects might yield a lot of causes which might become visually
cluttering.
• Interrelationships between causes are not easily identifiable.

Quality Circles
• Quality Circles is a small group of employees that are volunteers in
performing quality control activities within the organization, where its
members work.
• The small group of employees carrying out its work continuously as a part
of a company – wide programme of quality control, self development,
mutual development and flow – control and improvement within the
organization.
• By engaging in Quality Circle activities, the circle members gain valuable
experience in communication with colleagues, working together to solve
problems and sharing their findings, not only among themselves but with
other circles at other companies.
ISO- International Organization for Standardization
• Latest Version - ISO 9000 : 2019
• ISO 9000 : All Industries including Software Development
• ISO 9001: Manufacturers, Engineering and Construction Firms
• ISO 9002 : Chemical Organization
• ISO 9003 : Testing and Inspection
• ISO 9004 : Quality Management and Quality System
Quality Certifications
• FSSAI : Food Safety and Security Authority of India
• NABL : National Accreditation Board for Testing and Calibration
Laboratories
• ISI : Indian Standards Institution
• TS : Technical Standard (14000 & 17000)

Zero Defects and Zero Defectives

• Zero defects and zero defectives are a business practice which aims to
reduce and minimize the number of defects and errors in a process to do
things right at the first time.
• The overall effect of achieving zero defects is the maximization of
profitability by improving the quality and reducing the cost.
Advantages:
• Cost reduction caused by a decrease in waste.
• Cost reduction due to the fact of increased productivity.
• Increased customer satisfaction and retention and increased profitability.
 Poka – Yoke
• It is a Japanese term that means “fail - safing” or “mistake – proofing”.
• A poka – yoke is a technique or a tool that can be applied to any type of
manufacturing process.
• It helps an employee to avoid (yokeru) any type of mistakes (poka).
• The purpose of this concept is to eliminate the product defects by
preventing, correcting or drawing attention to human errors as they occur.
• This can be implemented at any type of a manufacturing process where
something can go wrong or an error can be made.

Bench Marking
• Bench Marking is a process that measuring a company’s performance
against that of best-in-class companies, determining how the best-in-class
achieve those performance levels and using the information as a basis for
the company’s targets, strategies and implementation.
Types of Bench Marking
Performance Benchmarking – pricing, technical quality, product performance and
features and services.
2. Process Bench Marking – work processes such as billing, order entry, employee
training, etc.
3. Strategic Bench Marking- how firms processes such as billing, order entry,
employee training, etc.
5 S – Concept
• 5S is a workplace organization method that uses a list of five Japanese
words: seiri, seiton, seisō, seiketsu, and shitsuke. These have been
translated as "sort", "set in order", "shine", "standardize" and "sustain".
STATISTICAL QUALITY CONTROL-

PROCESS CONTROL-

Control Chart
Average Outgoing Quality (AOQ) Curve

OC Curve-
C -chart numerical-
s
NUMERICAL OF MEAN RANGE CHART-

Note-For more numerical practice you can take the books from library and can
go through e- books .