Engineering

Maintenance and Safety
(MEM 616)
Master of Science and Engineering
Management
Credit Hours : 03
Dr. Muhammad Saleem
Department of Mechanical Engineering
Sarhad University of Science and Information Technology, Peshawar
Today Class
Starts with;
Brief Introduction
Course outline
Marks break up
First Lecture

Brief Introduction
Name
Year of BSc etc
Department
Present job position
Working in which department
What Motivate you to take admission in MS

Course outline
Introduction about Maintenance and Maintenance Engineering,
Maintenance Management and Control,
Preventive Maintenance,
Corrective Maintenance,
Reliability Centered Maintenance,
Inventory Control in Maintenance,

Human Error in Maintenance,
Quality and Safety in Maintenance,
Maintenance Costing,
Software Maintenance,
Reliability, Maintainability.
Course outline
Chapter 1 Introduction
What is Maintenance and Maintenance Engineering, Maintenance and Maintenance
Engineering Objectives, Various Terms use in Maintenance and its Definitions
Chapter 2: Maintenance Management and Control
What is Maintenance Management and Control, Maintenance Department Functions
and Organization, Maintenance Management by Objectives: Critical Maintenance,
Management Principles, and Maintenance Program, Effectiveness Evaluation Questions
for Maintenance Managers, Elements of Effective Maintenance Management,
Maintenance Policy, Material Control, Work Order System, Equipment Records,
Preventive and Corrective Maintenance, Job Planning and Scheduling, Backlog Control
and Priority System, Performance Measurement, Maintenance Project Control
Methods, Activity Expected Duration Time Estimation, Critical Path Method (CPM),
Maintenance Management Control Indices, Broad Indicators, Specific Indicators,

Cont
Chapter 3: Preventive Maintenance
What is Preventive Maintenance, Preventive Maintenance Elements, Plant
Characteristics in Need of a PM, Program, and a Principle for Selecting Items for PM,
Important Steps for Establishing a PM Program, PM Measures,
Mean Preventive Maintenance Time (MPMT), Median Preventive Maintenance Time
(MDPMT), Maximum Preventive Maintenance Time (MXPMT), PM Models, Inspection
Optimization Model I, Reliability and Mean Time to Failure Determination Model of a
System with Periodic Maintenance, Inspection Optimization Model II, Inspection
Optimization Model III, PM Markov Model, PM Advantages and Disadvantages,
Chapter 4: Corrective Maintenance
Introduction, Corrective Maintenance Types, Corrective Maintenance Steps, Downtime
Components, and Time, Reduction Strategies at System Level, Corrective Maintenance
Measures, Mean Corrective Maintenance Time, Median Active Corrective Maintenance
Time, Maximum Active Corrective Maintenance Time, Corrective Maintenance
Mathematical Models, Model I, Model II, Model III, Model IV, Approximate Effective
Failure Rate Equations for Redundant Systems with Corrective Maintenance, Effective
Failure Rate of System Type I, Effective Failure Rate of System Type II,
Cont
Chapter 5: Reliability Centered Maintenance
Introduction of RCM, RCM Goals and Principles, RCM Process and Associated Questions,
RCM Components, Reactive Maintenance, Preventive Maintenance, Predictive Testing and
Inspection, Proactive Maintenance, Predictive Testing and Inspection Technologies, RCM
Program Effectiveness Measurement Indicators, Equipment Availability, Emergency
Percentage Index, PTI Covered Equipment Index, Faults Found in Thermographic Survey
Index, Maintenance Overtime Percentage Index, Fault Found in Steam Trap Survey Index,
PM/PTI-Reactive Maintenance Index, Emergency-PM/PTI Work Index, RCM Advantages
and Reasons for its Failures,
Chapter 6: Inventory Control in Maintenance
Introduction, Inventory Purposes, Types, and Basic Maintenance, Inventory-Related
Decisions, ABC Classification Approach for Maintenance Inventory Control, Control Policies
for A, B, and C Classification Items, Inventory Control Models, Economic Order Quantity
Model, Production Order Quantity Model, Quantity Discount Model,
Safety Stock, Increasing or Decreasing Maintenance Inventory-Associated Factors and a
Model for Estimating Spare Part Quantity, Spare Part Quantity Estimation Model,
Cont
Chapter 7: Human Error in Maintenance
Introduction, Facts and Figures on Human Error in Maintenance, Maintenance Error in
System Life Cycle and Breakdown of Maintenance Persons Time, Top Human Failure
Problems in Maintenance, Frequency of Maintenance, Error Types, and Outcomes of
Maintenance Incidents, Reasons for Maintenance Error,
Guidelines for Reducing Human Error in Maintenance, Techniques to Predict the
Occurrence of Human Error in Maintenance, Markov Method, Fault Tree Analysis
Method,
Chapter 8: Quality and Safety in Maintenance
Introduction, Need for Quality Maintenance Processes, Maintenance Work Quality,
Quality Control Charts for Use in Maintenance, C-Chart, Post-Maintenance Testing, PMT
Key Elements, Operator-Documented PMT Responsibilities, Types of Maintenance
Activities/Items for PMT, Common PMT Activities,
Maintenance Safety-Related Facts, Figures, and Examples, and Reasons for Safety
Problems in Maintenance
Safety and Maintenance Tasks, Guidelines for Equipment Designers to Improve Safety in
Maintenance, Maintenance Safety-Related Questions for Equipment Manufacturers,
Maintenance Personnel Safety,
Cont
Chapter 9: Maintenance Costing
Introduction, Reasons for Maintenance Costing and Factors Influencing, Maintenance
Costs, Maintenance Budget Types, Preparation Approaches, and Steps, Budget
Preparation Approaches, Maintenance Budget Preparation Steps,
Maintenance Labor Cost Estimation, Standard Hourly Cost Estimation, Manpower Repair
Cost Estimation, Corrective Maintenance Labor Cost Estimation, Maintenance Material
Cost Estimation, Maintenance Cost Estimation Models, Building Cost Estimation Model,
Maintenance Equipment Cost Estimation Model, Production Facility Downtime Cost
Estimation Model, Avionics Computer Maintenance Cost Estimation Model, Fire Control
Radar Maintenance Cost Estimation Model, Doppler Radar Maintenance Cost Estimation
Model, Equipment Ownership Cycle Maintenance Cost Estimation, Formula I, Formula II,
Maintenance Cost-Related Indices, Maintenance Cost Ratio, Maintenance Labor Cost to
Material Cost Ratio, Maintenance Cost to Total Output Ratio,
Maintenance Cost to Total Manufacturing Cost Ratio, Maintenance Cost to Value of
Facility Ratio, Maintenance Cost to Total Man-Hours Worked Ratio, Preventive
Maintenance Cost to Total Breakdown Cost Ratio, Cost Data Collection,

Cont
Chapter 10: Software Maintenance
Introduction, Software Maintenance Facts and Figures, Software Maintenance
Importance, Effort Distribution, and Request Types, Types of Software Maintenance,
Software Maintenance Problems, Software Maintainability, External View, Internal View,
Software Maintenance Tools and Techniques, Software Configuration Management,
Impact Analysis, Maintenance Reduction, Automated Tools, Software Maintenance
Costing, Mills Model,
BeladyLehman Model, Maintenance Cost Model, Software Maintenance Manual and
Standards on Software Maintenance,
Chapter 11: Reliability
Introduction, Root Cause of Equipment Reliability Problems and Bathtub Hazard, Rate
Concept, Reliability Measures, Reliability Function, Hazard Rate, Mean Time to Failure
(MTTF), Reliability Networks, Series Network,
Parallel Network, Standby System, Reliability Analysis Methods, Markov Method, Fault
Tree Analysis, Failure Modes and Effect Analysis,
10
Cont
Chapter 12: Maintainability
What is maintainability, Maintainability Terms and Definitions, Importance, and
Objectives, Maintainability Management in System Life Cycle, Phase I: Concept
Development, Phase II: Validation, Phase III: Production, Phase IV: Operation,
Maintainability Design Characteristics and Specific Considerations, Accessibility,
Modularization, Interchangeability, Standardization, Maintainability Measures and
Functions, Mean Time to Repair, Mean Preventive Maintenance Time, Mean
Maintenance Downtime, Maintainability Functions, Common Errors Related to
Maintainability Design,
Recommended Book:
Engineering Maintenance a Modern Approach By B.S. Dhillon

11
Marks break up
Mid term 25 %
Final term 35 %
Project report & Presentation 20 %
Assignment 10 %
Quizzes 10 %

12
CHAPTER 1
Maintenance and Maintenance
Engineering Objectives

13
Maintenance
The process of
maintaining or
preserving
someone or
something,
To its original state

14
Challenges in
Maintenance
Maintenance of heavy engineering equipment is a challenge due
to;
Size
Cost Cost of ..
All these factors effects;
Safety
Product quality
Speed of innovation
Price of product
Profit
Reliable delivery
15
Maintenance engineering
vs Maintenance
According to U.S. Department of Defense, maintenance engineering discipline provides;
Policies
How much will be the
maintenance cost,
Responsibilities
of top
managements
Maintenance period,
maintenance of which machinery should carried out,
use of local/ foreign machine parts
Plans
Maintenance Schedules,
dead lines,
number of skilled & semi skilled workers etc.
Responsibilities
of middle
managements
Assists in acquisition of resources needed for maintenance

(All mentioned above)

16
Cont.
Maintenance activities consists of
physical performance of the
planes and
resources for;
Test
Repair
Man, machine,
materials/spares
Calibration
Overhaul
Modification, and so on
17
Maintenance and Maintenance

Engineering Objectives
Both has same final goal however both work under different environment;
Maintenance
Must be performed under
normally adverse
circumstances and
stress,
Its main objective is

to rapidly restore the
equipment to its operational
using available resources
Maintenance Engineering
Analytical function acting in a
careful and
unhurried way
Its main objective is
Improve maintenance operations,

Reduce the amount of maintenance
Reduce the frequency of maintenance
Reduce the maintenance skills required
Reduce the amount of supply support
Establish
optimum frequency and

extent of preventive maintenance to be
carried out
improve and ensure maximum utilization

of maintenance facilities
improve the maintenance organization.
WHICH ONE IS THE CHALLENGING JOB ????

18
MAINTENANCE TERMS
AND DEFINITIONS
Maintenance:
All actions appropriate for retaining
an item
Part
Equipment
in a given condition.
?
19
Cont.
Maintenance engineering:
It is the discipline
and profession of
applying
engineering
concepts to
the
optimization
of
equipment
departmental
budgets
procedures,
and
to achieve
better
Maintainability
Availability of
equipment for
maintenance
Reliability and
20
Cont.
OR
Maintenance engineering:
The activity of equipment/item maintenance that develops
concepts,
criteria, and
technical requirements in
conceptional and
acquisition phases

21
Cont.
Preventive maintenance:
All actions carried out on a
planned,
periodic, and
specific schedule
to keep an item/equipment in stated working condition through the process of

checking and
reconditioning.

22
Cont.
Corrective maintenance:
The unscheduled
maintenance or
repair
WHY
to return items/equipment to a defined state and
carried out because
maintenance persons or
users
identify deficiencies or failures.

23
Cont.
Predictive maintenance:
measurement
and
The use
of
modern
methods
What is signal processing

Example
signal
processing
to accurately
diagnose
So what is the difference

b/w Predictive, Preventive
and Corrective
maintenance:
item/equipment
condition
during operation

24
Cont.
Maintenance concept:
A statement of the overall concept of the
item/product specification or
policy
that controls the type of
maintenance action
to be use for the item under consideration.

25
Cont.
Maintenance plan:
A document that outlines the
management procedure and
technical procedure
to be use
to maintain an item;
Maintenance plan usually describes
facilities,
tools,
schedules, and
resources.
26
Cont.
Reliability:
The
probability
that an
item
satisfactorily
will
perform its
stated
function
for the desired

period
when used per the
specified
conditions

27
Cont.
Maintainability:
The probability that a failed item will be restored to require working condition.
Active repair time:

It is the component of downtime, when repair persons are active to effect a repair.

28
Cont.
Overhaul:
A comprehensive
inspection and
restoration
of an
item or
a piece of equipment
to an acceptable level at a
durability time or
usage limit.
When machine cross

this period then go for
overhauling
the ability to withstand wear,

pressure, or damage
29
Cont.
Quality:
The degree to which an

item,
function, or
process
satisfies requirements of
customer and
user.
IF NOT SATISFIES ???

30
Cont.
Maintenance person:
An individual who conducts

preventive maintenance and
responds to a users service call
To repair facility,
And performs
corrective maintenance on an item.
Maintenance person also called
custom engineer,
service person,
technician,
field engineer,
mechanic,
repair person, etc.
31
Cont.
Inspection:
The qualitative observation of
an items performance/ function or
items condition.

32
CHAPTER 2
Maintenance Management
and Control

33
For maintenance;
IMPORTANT
Management of
Maintenance
activities
Control
What are these

parameters
Polices, Plans,
schedules tool,
resources, parts
etc.

34
Cont..
Maintenance management may be described as the function of;
Providing policy
guidance
for maintenance activities
Better Maintenance management and control is essential where the size
of the maintenance activity and group increases
In the past, the typical size of a maintenance group in a manufacturing establishment
varied from 5 to 10% of the operating force.
However;
Increased mechanization and automation of many processes
size of a maintenance group compared to the operating group has increased

significantly
35
MAINTENANCE DEPARTMENT
FUNCTIONS
AND ORGANIZATION
A maintenance department perform following

functions:
Planning and
repairing
equipment/facilities
to acceptable standards
Performing preventive maintenance for the

purpose of
maintaining satisfactory
equipment/facility operation as well as
preventing major problems
36
MAINTENANCE DEPARTMENT
FUNCTIONS
AND ORGANIZATION
Preparing budgets for

maintenance personnel and
material needs
Managing inventory to ensure that

parts/materials necessary for
maintenance tasks
are readily available
Keeping records of
equipment,
services, etc.
37
Cont..
To monitor the activities of
maintenance staff
Training maintenance staff

to improve their skills
Implementing methods to improve

workplace safety and
developing safety education-related programs for
maintenance staff
Developing contract
specifications and
inspecting work performed by
contractors to ensure compliance with contract requirements
38
Useful guidelines in planning a

maintenance organization
Establish
reasonably clear division of
authority with minimal overlap
optimize
number of persons
reporting to an individual

39
Cont
fit the organization

to the personalities involved
keep vertical lines of
???
authority and
responsibility
as short as possible.

40
Centralized or decentralized
Maintenance Function
Centralized maintenance serves well in
small-sized and
medium-sized organisation
housed in one
structure, or
service buildings
located in an immediate geographic area

41
Benefits of Centralized
Maintenance
More efficient compared to decentralized maintenance
Fewer maintenance personnel required

More effective line supervision
Greater use of
special equipment and
specialized maintenance persons
Generally allows more effective on-the-job training

42
Drawbacks of
centralized maintenance
Requires more time
getting to the work area or job and
from the work area or job
No one individual becomes

totally familiar with complex
hardware or
Equipment
More difficult supervision because of

remoteness of maintenance site
from the centralized headquarters
Higher transportation cost

due to remote maintenance work
43
Decentralized
Maintenance
A maintenance group is assigned
to a particular area or
unit of a
large scale organisation.
ADVANTAGES;
reduce travel time to and from maintenance jobs
a spirit of cooperation between
production and
maintenance workers,
usually closer supervision
Higher chances for maintenance personnel

to become familiar with sophisticated
equipment or
facilities

44
Cont..
Past experience indicates that in large plants
a combination of
centralized maintenance and
decentralized maintenance
normally works best.
The main reason is that

the benefits of both the systems
can be achieved with
essentially a low number of drawbacks.
45
MAINTENANCE
MANAGEMENT
There are nine-step approach for managing a maintenance program effectively;
Identify existing deficiencies.
This can be accomplished through
interviews with maintenance personnel and
by examining in-house performance indicators.
Set maintenance goals.

These goals take into consideration
existing deficiencies and
identify targets for improvement.
Establish priorities.
List maintenance projects in order of
savings or
merit.
????

46
Cont..
Establish performance measurement parameters.
Develop a quantifiable measurement for each set goal,
for example,
number of jobs completed per week and
percentage of cost on repair.
Establish short- and long-range plans.

The short-range plan focuses on
high-priority goals,
usually within a one-year period.
The long-range plan identifies

important goals
to be reached within three to five years.
47
Cont..
Document
both long and short-range plans and
forward copies to all concerned individuals.
Implement plan.

48
Cont..
Report status
Preparing a brief report
periodically, say
semi-annually, and
forward it to all involved individuals.
The report contains for each objective

identified in the short-range plan information

49
Cont..
Examine progress annually
Review progress at the end of each year
with respect to stated goals.
Develop a new short-range plan for the following
year
by considering the goals identified in the longrange plan and
adjustments made to the previous years planned
schedule,
resources,
costs, and so on
50
Maintenance
Management Principles
There are six critical maintenance
management principes.
These principles,
if applied on a regular basis,
can help make a maintenance department
productive and
successful

51
Important Maintenance
Management Principles
Principle
1) Maximum productivity
results
when each involved person
in an organization has
a defined task to perform in

a definitive way and
a definite time.
2) Schedule control points

effectively.
Brief Description
This principle of scientific
management formulated by
Frederick W. Taylor in the late
nineteenth century remains an
important factor in
management.
Schedule control points such
that
the problems are detected in
time, thus
the scheduled completion of
the job is not delayed.

52
Cont..
Principle
3) Measurement comes before
control
Brief Description
When an individual is given
a task
to be accomplished
using a good representative
approach in
a specified time,
he/she becomes aware of
management expectations.
Control starts when managing

supervisors
compare the results against
set goals.
53
Cont..
Principle
4) The customer service
relationship is the
basis of an effective
maintenance organization.
Production/
workshop/ etc
Brief Description
The team approach
promoted by the
organizational setup is
crucial to
Consistent and
active control
of maintenance activity.

54
Cont..
Principle
5) Job control depends on
individual responsibility
for each activity
during the life span of a work
order.
Brief Description
It is the responsibility of the
maintenance department to
develop,
implement, and
provide operating support for
the planning and
scheduling of maintenance
work.
It is the responsibility of the

supervisory individuals to
ensure proper and
complete use of the system
within their area of control.

55
Cont..
Principle
Brief Description
6) The optimal crew size is the
Most tasks require only one

individual.
minimum number
that can perform an assigned
task effectively.

56
Self-Assessment
If answer of the Self-Assessment is
yes then;
maintenance program is on a sound footing to meet
organizational objectives.
Otherwise;
appropriate corrective measures are required.
57
Self-Assessment Steps
Are you aware of how your craft persons
spend their time; i.e., travel, delays, etc.?
Are you aware of what facility/equipment and
activity consume most of the maintenance
money?
Are you aware if the craft persons use proper
tools and methods to perform their tasks?
58
Cont..
Have you balanced your spare parts inventory
with respect to carrying cost vs. expected
downtime losses?
With respect to job costs, are you in a position to

compare the what should with the what is?
Do you ensure that maintainability factors are
considered properly during the design of new or
modified facilities/equipment?
59
Cont
Are you aware of how much time your foreman spends
at the desk and at the job site?
Do you have an effective base to perform productivity
measurements, and is productivity improving?
Are you aware of whether safety practices are being
followed?
Are you providing the craft persons with correct quality
and quantity of material when and where they need it?
60
Cont..
Carrying Cost: This is the cost a business incurs
over a certain period of time, to hold and store its
inventory
Maintainability: The probability that a failed
item will be restored to require working
condition.

61
ELEMENTS OF EFFECTIVE
MAINTENANCE MANAGEMENT
I)
MAINTENANCE POLICY
It is essential for;
continuity of operations and
a clear understanding of the maintenance management program
For maintenance policy we develop;
manuals containing items such as
Policies
Programs
Objectives
responsibilities, and authorities for all levels of supervision,
reporting requirements
useful methods and techniques AND
Performance measurement indices

62
Cont
II) MATERIAL CONTROL
Material costs account for approximately 30 to
40% of total direct maintenance costs
Material problems can lead to;

Delay in machine starting
Which leads to
Delays in supplies and unmet due dates, etc.

63
Cont
How to Reduce material related problems;
job planning
coordinating with purchasing
coordinating with stores
Coordination of issuance of materials
inventory control

64
Cont
III) WORK ORDER SYSTEM
A work order authorizes an individual or a group
to perform a given task.
work order system is useful for management in
controlling costs and

evaluating job performance

65
Cont
A work order should contain information such as;
Planned completion dates

Work description and its reasons
Planned start date
Labor and material costs
Work category
Preventive maintenance
Repair
Installation of new part or machinery, etc.
Appropriate approval signatures.

66
Cont
IV) EQUIPMENT RECORDS
Equipment records are grouped under four
classifications:
Record of maintenance work performed
documentation of all repairs and preventive
maintenance (PM) performed during the items service
life to date
Record of maintenance cost

History of the machine
accumulations of labor and material costs by item
67
Cont.
Record of inventory and
inventory category contains information such as
property number
size and type
purchase cost
date manufactured or acquired
manufacturer, and location of the equipment/item
Record of Files
The files category includes
operating and service manuals of that machinery
Warranties
drawings
68
Cont..
Equipment records are useful
When purchasing new items/equipment to
determine
operating performance trends

troubleshooting and breakdowns
making replacement or modification decisions
identifying areas of concern
conducting life cycle cost and
design and modification studies

69
Cont..
VI) JOB PLANNING AND SCHEDULING
Various tasks to be performed before the start of a

maintenance job, those job planning includes;
Procurement of and delivery;
Parts
Tools
Materials
Coordination with other departments

Identification of methods and sequencing
Obtaining safety permits
70
Cont..
V) PREVENTIVE AND CORRECTIVE
MAINTENANCE
The basic purpose of PM is to keep
facility/equipment in satisfactory condition through
Inspection and
Correction of early-stage deficiencies.

71
Cont
VII) BACKLOG CONTROL AND PRIORITY
SYSTEM
Backlog is one of the determining factor of
maintenance management effectiveness
based on backlog information we decide for

New hiring
Subcontracting
Shop assignments
72
Cont
In assigning job priorities, it is important to
consider factors such as
importance of the item or system
the type of maintenance
required due dates and
the length of time the job awaiting

73
Cont
VIII) PERFORMANCE MEASUREMENT
Performance analyses are essential to
revealing the downtime of equipment
developing plans for future maintenance

74
MAINTENANCE PROJECT
CONTROL METHODS
Two widely used maintenance project control methods are;
Program Evaluation and Review Technique (PERT)
Critical Path Method (CPM)
CPM and PERT deal with;
Time
Cost and
Resource availability
75
Cont..
PERT and CPM are similar. The major difference
between the two is that when
The completion times of activities of the project
are uncertain, PERT is used and
With the certainty of completion times, CPM is
employed

76
Cont
Steps involved with PERT and CPM are:
Break a project into individual jobs or tasks.

Arrange these jobs/tasks into a logical network
Determine duration time of each job/task.
Develop a schedule.
Identify jobs/tasks that control the completion of
project.
Redistribute resources or funds to improve schedule.
77
Cont
logical network
A logical network is one that appears to the
user as a single entity

78
ACTIVITY EXPECTED
DURATION TIME ESTIMATION
The PERT scheme uses three estimates of activity
duration time using the following formula to calculate the
final time:
where
Ta=activity expected duration time,
OT=minimum time an activity will require for
completion,
PT= maximum time an activity will require for
completion,
MT=most likely time an activity will require for
completion.
79
Example 3.1
Assume that we have the following time estimates
to accomplish an activity:
OT=55 days
PT=80 days
MT=60 days
Calculate the activity expected duration time.
The expected duration time for the activity is 62.5
days.
80
CRITICAL PATH
METHOD (CPM)
Event:
Shows start or
completion of an
activity, and
usually the events are
labeled by number
circle with three

divisions which
also denotes an
event
event
number
LET shows the

latest time in
which an event
can be reached
without
delaying project
completion.
latest
event
time
(LET)
earliest
event
time
EET is the earliest

time in which an
activity can be
accomplished or
an event could be
reached.
FIGURE 1: Four symbols are use to construct CPM those symbols are : (a) circle, (b)
circle with divisions, (c) continuous arrow, (d) dotted arrow.
81
Cont..
The continuous arrow represents an

activity that consumes time, money,
and manpower.
This arrow always starts at a circle
and ends at a circle.
The dotted arrow denotes a dummy

activity.
Specifically, this is an imaginary activity
that does not consume time, money, or
manpower
FIGURE 1: Four symbols are use to construct CPM those symbols are : (a) circle, (b)
circle with divisions, (c) continuous arrow, (d) dotted arrow.
82
Cont..
an application of a dummy activity. It shows that activities L and M must be

accomplished before activity N can start. However, only activity M must be completed
prior to starting activity O.
FIGURE 2: A portion of a CPM network with a dummy activity.
83
Example 3.2
A maintenance project was broken down into a set of
seven activities, after which Table 1 was prepared.
Prepare a CPM network using Fig. 1 symbols and Table 1
data, and determine the critical path associated with the
network. A CPM network for given data in 1 is presented
in Fig. 3.
REQUIRED:
1) Prepare a CPM network
2) Determine the critical path associated with the
network
84
TABLE 1

85
Cont..
FIGURE 3: A CPM network for Table 1 data.

86
Cont..
The following paths originate and terminate at
events 1 and 7, respectively:
The dummy activity consumes zero time.

the longest path through the network is the critical path.
Inspection of the above three values shows that 45 days is the largest time. Specifically, it
will take 45 days from event 1 to reach event 7. Thus, this is the critical path.
The word critical is used because any delay in the completion of activities along the
critical path will result in delay of completion of the maintenance project.
87
Advantages
CPM Advantages and

Disadvantages
It is an effective tool for monitoring project progress.

It helps improve project understanding and communication among involved
personnel.
It highlights activities important to complete the project on time. These
activities must be completed on time to accomplish the entire project on
predicted time.
It shows interrelationships in workflow and is useful in determining labor
and resources needs in advance.
It is an effective tool for controlling costs and can easily be computerized.
It helps avoiding duplications and omissions and determining project
duration systematically
88
Cont..
Disadvantages:
Costly
Time-consuming
Poor estimates of activity times
Inclination to use pessimistic estimates for
activity times

89
MAINTENANCE
MANAGEMENT CONTROL
INDICES
To measure effectiveness of the maintenance
function various indices are in use to manage and
control maintenance.
These indices show trends by using past data as a
reference point.
The main objective of these indices is to encourage
maintenance management to improve the past
performance.
90
Types of Indices
Broad indices;
indicate the overall performance of the
organization with respect to maintenance
Specific indices;
Indicate the performance in particular
areas of the maintenance function.

91
BROAD INDICATORS
It includes three indicators;
INDEX I:
This is defined by
where
TMC = total maintenance cost

TS = total sales,
I1 = index parameter.
Past experience indicates that average expenditure for maintenance for
all industry was around 5% of sales.
However, there was a wide variation among industries. For example,
the average values of I1 for steel and chemical industries were 12.8 and
6.8%, respectively.
92
Cont
INDEX II:
This is defined by;
This index relates the total maintenance cost to the total
output by the organization.
Where
TO = total output of the organisation expressed in gallons, tons, megawatts, etc.,
I2 = index parameter

93
Cont
INDEX III:
This index relates the total maintenance cost to the total
investment in plant and equipment.
This is defined by
where
I3 = index parameter,
TIPE = total investment in plant and equipment.
The approximate average figures for I3 in the steel and
chemical industries are 8.6 and 3.8%, respectively.
94
SPECIFIC
INDICATORS
This section presents twelve such indicators.
Index IV
This is a useful index to control preventive maintenance activity within a maintenance
organization and is defined by
Where
TTPM = total time spent in performing preventive maintenance,
TTEP = total time spent for the entire maintenance function.
As per the past experience, the value of I4 should be kept within 20 and 40% limits.
95
Cont..
Index V
This index can be used to measure the accuracy
of the maintenance budget plan and is expressed
by
Where
TAMC = total actual maintenance cost,
TBMC = total budgeted maintenance cost.
In this case, large variances indicate the need for immediate attention.
96
Cont
Index VI
This is a useful index for maintenance overhead
control and is expressed by
Where
TMAC = total maintenance administration cost.

97
Cont
Index VII
This index is useful in scheduling work and is
expressed as follows:
Where
PJCED = total number of planned jobs completed by established due dates,
TPJ = total number of planned jobs.
The value of I7 should be high to keep backlogs down.

98
Cont
Index VIII
This index is useful in material control area and is defined by
Where
TPJAM = total number of planned jobs awaiting material.

99
Cont
Index IX
This index can be used to measure maintenance effectiveness and is defined by
Where
MHEUJ = man-hours of emergency and unscheduled jobs,
TMMH = total maintenance man-hours worked.

100
Cont
Index XI
This is an important index used to measure inspection effectiveness and is defined by
Where
NJI = number of jobs resulting from inspections,
TIC = total number of inspections completed.

101
Cont..
Index X
This index can also be used to measure
maintenance effectiveness and is expressed by
Where
DTCB = downtime caused by breakdowns,
TDT = total downtime.
102
Cont
Index XII
This index relates material and labor costs and is expressed by
Where
TMLC = total maintenance labor cost,
TMMC = total maintenance materials cost.
Index XIII
This index relates maintenance cost to manufacturing cost and is defined by
where
TMFC = total manufacturing cost.
103
Cont..
Index XIV
This index relates maintenance cost to man-hours worked and is expressed by
where
TNMW = total number of man-hours worked.
Index XV
This is a useful index to monitor progress in cost reduction efforts and is defined by
where
PMMSJ = percentage of maintenance man-hours spent on scheduled jobs,
MCPP = maintenance cost per unit of production.
104
CHAPTER 3
Preventive Maintenance

105
Project Topic Selection

106
Preventive
Maintenance
What is a preventive maintenance (PM)?
A maintenance program conducted before the failure of
the machine part or facility.
OR
PM is a maintenance program which keep

equipment/facilities in satisfactory operational state by
systematic inspection
detection and
correction of initial stage failure
Prior to the
development of
major failure.

107
Objectives of PM
Some of the main objectives of PM are to:
enhance equipment productive life
reduce critical equipment breakdowns
allow better planning and scheduling of needed
maintenance work
minimize production losses due to equipment
failures and
promote health and safety of maintenance
personnel.
108
Drawback of PM
PM programs in maintenance organizations end
up in failure, because;
they lose upper management support because
their cost is either unjustifiable or
they take a significant time to show results.
The most important principle to keep

continuous management support is:
If it is not going to save money, then dont do it!
109
PREVENTIVE
MAINTENANCE ELEMENTS
There are seven elements of PM;

Alignment
Servicing
Adjustment
Calibration
Testing
Inspection
Installation

110
Inspection:
Periodically inspection to determine
serviceability of
materials/items
to the
expected
standards
By comparing their
characteristics
Physical
Electrical
mechanical

111
Servicing:
to prevent the occurrence of failures in its initial
stage by
Cleaning
Lubricating
Charging

112
Cont..
Calibration:
Periodically
determine the
properties of an item
HOW
Comparing the item

with certified standard
with known accuracy
to detect and adjust
any difference in the
accuracy of the
material/parameter being
compared to the established
standard value
WHY

113
Cont..
Testing:
Periodically testing or checking out to;
determine serviceability and
detect electrical/mechanical-related degradation
Alignment:
To achieve optimum performance we;
Make changes to an items specified
variable elements
114
Cont..
Installation:
Periodic replacement of
limited-life items or
the items experiencing time cycle or
wear degradation,
to maintain the specified system ability

115
PLANT
CHARACTERISTICS IN NEED
OF A PM PROGRAM
Frequent failure of equipment.

Large volume of scrap and rejection due to
unreliable equipment
Rise in equipment repair costs due to negligence
in areas such as
regular lubrication
inspection and
replacement of worn items/components
High idle operator times due to equipment

failures
116
Preventive Maintenance
Program Evaluation

117

118

119
The answer yes or no to each question is given 5 or 0 points, respectively.

A maybe answer is assigned a score from 1 to 4.
A total score of less than 55 points shows that the PM program requires further
improvements.
the following principle or formula to be used when deciding to go ahead with a PM
program:
where
CPMS = total cost of preventive maintenance system,
= a factor whose value is proposed to be taken as 70%; more specifically,
70% of the total cost of breakdowns,
NB = number of breakdowns,
ACPBD = average cost per breakdown.
120

IMPORTANT STEPS FOR

ESTABLISHING
A PM PROGRAM
To develop an effective PM program these items are
necessary;
accurate historical records of equipment

manufacturers recommendations
skilled personnel
past data from similar equipment
service manuals
appropriate test instruments and tools
management support and user cooperation
failure information by problem/cause/action
consumables and replaceable components/parts
121
Cont
To develop a highly effective PM program one should follow six steps. Those includes;

122
Cont..
1) Identify and choose the areas.
These areas should be
crucial to the overall plant operations and
may be experiencing a high degree of maintenance
actions.

123
Cont..
Objective;
The main objective of this step is
to obtain immediate results in highly visible areas
as well as to win concerned management support

124
Cont..
2) Identify the PM needs;
Define the PM requirements. Then, establish a schedule of two types of tasks:
daily PM inspections and
periodic PM assignments.
The daily PM inspections could be conducted by either

Maintenance
or production personnel.
An example of a daily PM inspection is;
to check the oil, greasing etc.
Periodic PM assignments usually are performed by the maintenance

workers.
Examples of such assignments are
replacing throwaway filters

replacing drive belts
cleaning steam traps and
permanent filters.

125
Cont..
3) Establish assignment frequency.
This involves;
reviewing the equipment condition and records.
The basis for establishing the frequency is

the experience of those familiar with the equipment
the recommendations of vendors
the recommendations of the engineering department.
126
Cont..
4) Prepare the PM assignments.
There are two types of assignments;
Daily assignments
Periodic assignments
Daily and periodic

assignments/task or
critical areas
are identified and
described in detail,
then submitted for approval.

127
Cont..
5) Schedule the PM assignments on annual
basis.
The defined PM assignments are scheduled on
the basis of a twelve-month period.
For example maintenance of machinery as a

whole which consume more time.
128
Cont..
6) Expand the PM program as necessary.
After the implementation of all PM
daily inspections and
periodic assignments
in the initially selected areas,
the PM can be expanded to other areas.
Experience gained from the pilot PM projects is

instrumental to expanding the program.
129
PM MEASURES
Three important measures of PM are:
mean preventive maintenance time (MPMT)
median preventive maintenance time (MDPMT)
and
maximum preventive maintenance time (MXPMT)

130
Cont..
Mean preventive maintenance time (MPMT);
MPMT is the average equipment downtime needed
to conduct scheduled PM.
This time does not include PM time consumed

on the equipment during;
Operation and
logistic downtime.
131
Cont..
Mean time for PM is defined by;
where
m = total number of data points (sum of different time taken for PM)
MPMTi = mean or average time needed to perform ith preventive maintenance
action, for i = 1, 2, 3,,m,
fi= frequency of ith preventive maintenance action in actions per operating hour after
adjustment for equipment duty cycle.
132
Cont..
MEDIAN PREVENTIVE MAINTENANCE
TIME (MDPMT)
This is the equipment downtime needed to carry out
50% of all scheduled PM actions on the equipment.
The MDPMT is given by
Antilog = 10x
where
i= constant failure rate of element I of the equipment for which maintainability
is to be evaluated, where
I = 1, 2, 3, ,m.

133
Cont..
MAXIMUM PREVENTIVE MAINTENANCE
TIME (MXPMT)
This is the maximum equipment downtime required
to accomplish a given percentage of all scheduled PM
actions
on the equipment under consideration.
The MXPMT is given by

where
Y = value from table of normal distribution corresponding to the given percentage
value at which MXPMT is defined
(e.g., y=1.283 for the 90th percentile and y=1.645 for the 95th percentile).
134
Project topic discussion

135
PM MODELS
INSPECTION OPTIMIZATION MODEL I:
Inspections are often disruptive, but
they usually reduce downtime because
of lesser number of failures.
This model can be used to obtain

the optimum number of inspections
per facility per unit of time.
Total facility downtime is defined by

Equation (1)
136
Cont..
where
TDT = total downtime per unit of time for a facility,
C = a constant associated with a particular facility,
Tb = facility downtime per breakdown or failure,
Ti = facility downtime per inspection,
Y = number of inspections per facility per unit of
time.
By differentiating Eq. (1) with respect to y, we get
Equation (2)
137
Cont..
By setting Eq. (2) equal to zero and then
rearranging, we obtain
Equation (3)
where
y= optimum number of inspections per facility per unit of time.
By putting Eq. (3) into Eq. (1) we obtain
Equation (4)
where
TDT = total optimal downtime per unit of time for a facility.
138
Example 1
An engineering facility was observed over a
period of time and we obtained the following
data:
Tb = 0.1 month, Ti = 0.05 month, c = 3
calculate the optimal number of inspections per
month?
Using the given values in Eq. (3), so we get 2.45
inspections per month.
The approximate number of optimal inspections
per month is 2.
139
INSPECTION
OPTIMIZATION MODEL II
This is similar to Inspection Frequency Model I.
It can be used to determine;
optimum inspection frequency
in order to minimize
the per unit-of-time, equipment/facility downtime.
In this model facility/equipment (per-unit time) total

downtime is the
Equation (17)

140
Cont..
where
TDT(n) = facility/equipment total downtime per unit of
time,
DTi = equipment/facility downtime due to per-unit-oftime inspection,
DTr = equipment/facility downtime due to per-unit-oftime repairs,
n = inspection frequency,
(n) = equipment/facility failure rate,
= equipment/facility repair rate,
1/ = mean of exponentially distributed inspection times.
141
Cont
By differentiating Eq. (17) with respect to n
(inspection frequency), we get
Equation (18)
Setting Eq. (18) equal to zero and rearranging yields

Equation (19)
The value of n (inspection frequency) will be optimum when the left and right sides
of Eq. (19) are equal.
At this point the equipment/facility total downtime will be minimal.
142
Example 3
Assume the failure rate of a system is defined by
Equation (20)
where f is the system failure rate at (inspection frequency) n = 0.
Obtain an expression for the optimal value of n by using Eq. (19).
By substituting Eq. (20) into Eq. (19), and differentiate it so we get
Equation (21)
Rearranging Eq. (21) yields
Equation (22)
where
n = optimal inspection frequency.
143
Example 4
Assume that in Example 3 we have the
following:
Calculate the optimal value of the inspection frequency, n.
Inserting the given values into Eq. (22) yields
This means that roughly one inspection per month will be optimal.
144
INSPECTION
OPTIMIZATION MODEL III
This model can be used to calculate optimum inspection
frequency to maximize profit.
The model is developed on the premise that the facility/
equipment under repair lead to zero output, thus less profit.
Furthermore, if equipment is inspected too often,

there is danger that it may be more costly due to factors such
as
loss of production
cost of materials and
cost of wages than losses due to breakdowns.
a previous statement

145
Cont..
The following assumptions are associated with this model:
The equipment failure rate is a function of inspections.
Times to inspection are exponentially distributed.
Equipment failure and repair rates are constant.
The following symbols were used to develop equations for the model:
n = number of inspections performed per unit of time,
1/ = mean of exponentially distributed inspection times,
p = profit at no downtime losses,
Ci = average inspection cost per uninterrupted unit of time,
Cr = average cost of repair per uninterrupted unit of time,
= equipment failure rate,
= equipment repair rate.
Profit per unit of time is expressed by:

146
Cont..
Equation (23)
where
PLi = production output value loss per unit of time due to inspections,
PLr = production output value loss per unit of time due to repairs,
IC = inspection cost per unit of time,
RC = repair cost per unit of time.
By differentiating Eq. (23) with respect to n and then equating it to zero yield
Equation (24)
p is zero as it is constant
Rearranging Eq. (24), we get
147
Cont..
Equation (24) is,
Equation (25)
The value of n will be optimal when left and right sides of Eq. (25) are equal. At
this point, the profit will be at its maximum value.

148
Example 5
Assume the failure rate of a manufacturing
system is defined by Eq. (20) in Example 3.
Develop an expression for the optimal value of n
with the aid of Eq. (25).
Equation (20)
Equation
(25)
Using Eq. (20) in Eq. (25) yields
Equation (26)
By rearranging Eq. (26), we get

Equation (27)
149
Example 6
Suppose that in Example 5 we have the following
data:
p = $10,000 per month
f = 2 failures per month
1/ = 0.04 month
1/ = 0.01 month
Ci = $75 per month
Cr = $400 per month
Determine the optimal value of n by using Eq. (27).
150
Cont
By inserting the specified data values into Eq.
(27), we obtain
For optimal performance, approximately two inspections per month should be

performed.

151
PM ADVANTAGES
ADVANTAGES
increase in equipment availability

performed as convenient,
balanced workload
reduction in overtime
increase in production revenue
consistency in quality
reduction in need for standby equipment
stimulation in preaction instead of reaction
reduction in parts inventory
improved safety
scheduled resources on hand and
useful in promoting benefit/cost optimization.
152
CHAPTER 4
Corrective Maintenance

153
Corrective maintenance
Repair or corrective maintenance may be defined
as;
the remedial action carried out due to
The failure or
The deficiencies discovered during PM,
to repair an equipment/item to its operational state.
It is an unscheduled maintenance action

154
CORRECTIVE
MAINTENANCE TYPES
Salvage
servicing
Failrepair
overhaul
Rebuild

155
Cont..
Fail-repair:
The failed item is restored to its operational state.
Salvage: (rescue)
This element of CM is concerned with
disposal of non repairable material and
use of salvaged material from
non repairable equipment/item in the repair,
overhaul, or rebuild programs.
156
Cont..
Rebuild:
Restoring
an item
as close
as possible
to original
state in
Performance
life expectancy
and appearance
complete
disassembly,
examination
of all
components
repair and
replacement of
worn/unserviceable
parts as per
original specifications
and manufacturing
tolerances
and reassembly
and
testing to
original
production
guidelines

157
Cont
Overhaul:
Restoring
an item
to its total
serviceable
state
as per
maintenance
standards
using the
inspect and
repair only as
appropriate
approach

158
Cont
Servicing:
Servicing may be needed because of the CM action.
For example, engine repair can lead to crankcase refill etc.

159
CORRECTIVE
MAINTENANCE STEPS

160
DOWNTIME
COMPONENTS
The major corrective maintenance downtime

components are
A) active repair time
B) Administrative and logistic time and
C) delay time.

161
Cont..
A) The active repair time is made up of the
following subcomponents:
Preparation time
Fault location time
Spare item obtainment time
Fault correction time
Adjustment and calibration time
Checkout time
162
TIME REDUCTION
STRATEGIES AT SYSTEM
LEVEL
Reduction in corrective maintenance time is useful
to improve maintenance effectiveness.
Strategies to reduce the CM time are as follows:
in electronic
equipment
fault
isolation and
location
In the case of
mechanical
items
the largest
contributor is
repair time
consume the
most time in
CM activity
163
Cont
Factors to lower CM time are;
Well designed fault indicators
good maintenance procedures
well-trained maintenance personnel and
an unambiguous fault isolation capability are
helpful
Certain/clear

164
Strategies for reducing the systemlevel corrective maintenance time

Effective interchangeability:
Good physical and functional interchangeability
is useful in removing and replacing parts/items,
reducing maintenance downtime, and
creating a positive impact on spares and inventory needs.
Redundancy:
[(of a component) not strictly necessary to functioning but included in
case of failure in another component]
This is concerned with designing in redundant parts that can be
switched in at the moment of need

so the equipment/system continues to operate
while the faulty part is being repaired.
In this case the overall maintenance workload may not be reduced,
but the equipment/system downtime could be impacted significantly.
165
Cont
Effective accessibility:
Often a significant amount of time is spent accessing the failed part.
Proper attention to accessibility during design can help
reduce part accessibility time and, in turn, the corrective
maintenance time.
Human factor considerations:
Attention paid to human factors during design in areas
such as readability of
instructions,
size,
shape, and
weight of components,
selection and placement of dials and indicators,
size and placement of access, gates, and readability, and
information processing aids can help reduce corrective maintenance time
significantly.
166
CORRECTIVE
MAINTENANCE MEASURES
MEAN CORRECTIVE MAINTENANCE TIME;
This measures the time needed to
accomplish all potential corrective maintenance actions
up to a given percentage, frequently the 90th or 95th percentiles.
The maximum active corrective maintenance time is given by:
Where
Tcmax = maximum active corrective maintenance time,
mn = mean of the logarithms of Tcmj,
cm = standard deviation of the logarithms of the sample corrective maintenance
times,
Z = standard deviation value corresponding to the percentile value specified
for Tcmax.

167
Cont
The value of cm can be calculated by using the
following equation:
where
M = total number of corrective maintenance times.

168
CORRECTIVE MAINTENANCE
MATHEMATICAL MODELS
MODEL I
This mathematical model represents a system that can either be in up
(operating) or down (failed) state.
Corrective maintenance is performed on the failed system to put it back
into its operating state.
The system state diagram is shown in Figure below.

169
Cont
Equations for the model are subject to the
following assumptions:
Failure and corrective maintenance rates are
constant.
The repaired system is as good as new.
System failures are independent.

170
Cont
i = the ith system state,
i = 0 (system operating normally),
i = 1 (system failed);
= system failure rate;
C = system corrective maintenance rate.
AS = system steady state availability
MTTF = mean time to failure.
Equation 1

171
Example 1
Assume the MTTF of a piece of equipment is
3000 h and its mean corrective maintenance time
is 5 h.
Calculate the equipment steady-state availability,
if the
equipment failure and corrective maintenance
times are exponentially distributed.

172
Cont
From equation 1
There is 99.83% chance that the equipment will be available for service.

173
Cont
MODEL II;
mathematical
model
represents a
system
that can either
be operating
normally
or failed in two
failure modes
(i.e., failure
modes I and II).
to put it back
into its
operational
state
CM

174
Cont
MODEL II system transition diagram

175
Cont
The following symbols are associated with the model:
i = the ith system state, i = 0 (system operating normally),
i = 1 (system failed in failure mode type I),
i = 2 (system failed in failure mode type II),
i = system failure rate from state 0 to state i, for i = 1, 2,
Ci = system corrective maintenance rate from state i to
state 0, for i = 1, 2.

176
Cont
The following assumptions are associated with
this model:
The system can fail in two failure modes.
All system failures are independent.
Failure and CM rates are constant.

177
Cont
For the system steady state availability we can
get the following expression:
Equation 2
i = system failure rate from state 0 to state i, for i = 1, 2,

Ci = system corrective maintenance rate from state i to state 0, for i = 1, 2.

178
Example 2
An engineering system can fail in two failure
modes. Failure modes I and II constant failure
rates are 1 = 0.002 failures per hour and 2 =
0.005 failures per hour, respectively.
The constant corrective maintenance rates from
failure modes I and II are C1 = 0.006 repairs per
hour and C2 = 0.009 repairs per hour,
respectively. Calculate the system steady state
availability.
179
Cont
Inserting the specified values into Eq. (2) yields
Thus, the system steady state availability is 0.5294. There is approximately a 53%
chance that the system will be available for service when needed.

180
MODEL III;
that can either

be operating
normally
CM is
initiated from
degradation
This
mathematical
model
represents a
system
operating in
degradation
mode
CM
repair
failed
parts
Cont
or failed
completely
Completely
failed modes
of the
system

181
Cont
Model III system transition diagram
l2
l3
l1
System operating
normally
0
System operating
in its degradation
mode
mC1
System failed
2
mC3
mC2
182
Cont
The following symbols are associated with the model:
i = the ith system state, i = 0 (system operating normally), i = 1 (system
operating in its degradation mode), i = 2 (system failed),
Pi (t) = probability that the system is in state i at time t, for i = 0, 1, 2,
i = system failure rate, i = 1 (from state 0 to state 1), i = 2 (from state 0 to
state 2), i = 3 (from state 1 to state 2),
Ci = system corrective maintenance rate, i = 1 (from state 1 to state 0), i = 2
(from state 2 to state 0), i = 3 (from state 2 to state 1).

183
Cont
The model is subject to the following
assumptions:
System complete failure, partial failure, and
corrective maintenance rates are constant.
The operating system can either fail fully or
partially.
The partially operating system can stop operating
altogether.
All system failures are independent.

184
Cont
system full/partial steady-state availability;
Equation 3
Similarly, the system full steady-state availability is
Equation 4
Where;
Equation 5
185
Example 3
Assume that in Eq. (5.36), we have 1 = 0.002
failures per hour, 2 = 0.003 failures per hour, 3
= 0.001 failures per hour, C1 = 0.006 repairs per
hour, C2 = 0.004 repairs per hour, and C3 =
0.008 repairs per hour. Calculate the value of the
system full steady-state availability.
Inserting the specified data values into Eq. (5)
yields
186
Cont
Using the above calculated value and the given
data in Eq. (4) we get ASf = 0.5170.
There is approximately 52% chance that the
system will be available for full service.

187

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