Human Factors in maintenance

Human factors in maintenance refer to the various aspects of human

performance, behaviour, and interaction with technology that can
influence the effectiveness and safety of maintenance activities.
Understanding and addressing human factors is crucial in designing
maintenance processes, systems, and environments to minimize errors,
enhance efficiency, and promote overall safety.
• Here are some key human factors in maintenance:
a) Training and Competency:
• Adequate training is essential for maintenance personnel to ensure they
have the necessary knowledge and skills to perform their tasks
correctly and safely.
• Ongoing training and skill maintenance are important to keep
personnel up-to-date with evolving technologies and procedures.
 Human Factors in maintenance
b) Communication:
• Clear and effective communication is critical in maintenance
operations. Miscommunication can lead to errors, delays, or even
accidents.
• Ensure that communication channels are well-established, and there
is a culture of open and honest communication among team
members.
c) Fatigue and Workload:
• Maintenance personnel often work in demanding environments, and
fatigue can impair their cognitive abilities and decision-making.
• Proper scheduling, adequate breaks, and managing workload are
important to prevent fatigue-related errors.
 Human Factors in maintenance
d) Equipment Design and Ergonomics:
• The design of tools, equipment, and workspaces can significantly impact the ease and
safety of maintenance tasks.
• Consideration of ergonomics helps in creating a user-friendly environment that
minimizes physical strain and reduces the risk of musculoskeletal disorders.
e) Procedural Compliance:
• Ensure that maintenance procedures are well-documented, easily accessible, and
regularly updated.
• Encourage compliance with established procedures to reduce the likelihood of errors
or omissions.
f) Decision-Making and Problem Solving:
• Maintenance personnel often need to make decisions quickly and accurately. Training
in decision-making skills and providing decision support tools can enhance
performance.
• Foster a culture that encourages reporting of issues and near misses, promoting a
continuous improvement mindset.
 Human Factors in maintenance
g) Teamwork and Collaboration:
• Maintenance is often a collaborative effort involving multiple
individuals. Effective teamwork and communication within the
team are crucial for successful maintenance operations.
• Promote a positive team culture and encourage collaboration to
improve problem-solving and decision-making.
h) Stress and Pressure:
• High-stress situations can impact human performance
negatively. Providing support mechanisms and resources to help
individuals cope with stress is important.
• Develop contingency plans for handling unexpected challenges
or emergencies.
 Maintenance Manual
• Maintenance manual in industrial maintenance engineering serves as a
comprehensive guide that provides essential information for the effective
and efficient maintenance of equipment, machinery, and systems within
an industrial setting. This manual is a valuable resource for maintenance
personnel, offering guidance on routine maintenance procedures,
troubleshooting, safety protocols, and other relevant information.
• Provide an overview of the purpose and scope of the maintenance
manual.
• Include a brief introduction to the facility, its operations, and the
importance of proper maintenance.
• Create a detailed table of contents to help users navigate through the
manual easily.
• List and describe the equipment and systems covered in the manual.
 Maintenance Manual
• Include details such as model numbers, serial numbers, and
location of equipment.
• Emphasize safety as a top priority. Include safety protocols and
guidelines specific to the equipment and maintenance procedures
outlined in the manual.
• Provide information on personal protective equipment (PPE)
requirements.
• Outline step-by-step preventive maintenance procedures for each
piece of equipment.
• Include schedules, checklists, and detailed instructions to ensure
proper and timely maintenance.
• Detail procedures for repairing or replacing components and parts.
 Maintenance Manual
• Include information on recommended spare parts, tools
needed, and safety precautions.
• Specify lubrication requirements for moving parts.
• Provide guidelines for equipment calibration and
adjustment procedures.
• Regularly update the maintenance manual to reflect
changes in equipment, technology, or safety standards. A
well-organized and comprehensive maintenance manual is
an invaluable tool for ensuring equipment reliability,
minimizing downtime, and promoting a safe working
environment in industrial settings.
 Maintenance Staffing Method:

• The staffing method in industrial maintenance engineering

involves determining the appropriate number and skill sets of
maintenance personnel required to efficiently and effectively
maintain the equipment and facilities within an industrial setting.
• Conduct a thorough analysis of the workload, including the
number and types of maintenance tasks, their frequency, and their
complexity.
• Consider the seasonal variations and peaks in maintenance
demands to ensure adequate staffing during critical periods.
• Consider the level of technological complexity in the industrial
processes. Ensure that the maintenance staff possesses the required
expertise to troubleshoot and maintain advanced technology and
automated systems.
 Maintenance Staffing Method:

• Evaluate the need for 24/7 operations and implement

appropriate shift schedules. Continuous operations
may require round-the-clock maintenance coverage to
minimize downtime.
• Assess the feasibility of outsourcing specific
maintenance tasks or bringing in contractors for
specialized projects. This can provide flexibility and
expertise without the need for a large permanent staff.
• Invest in training and development programs to
enhance the skills of maintenance personnel.
 Maintenance Staffing Method:

• This ensures that the staff is well-equipped to

handle evolving technologies and maintain a high
level of competency.
• Maintenance staffing in industrial maintenance
engineering is an ongoing process that requires
adaptability to changing technologies, equipment
configurations, and organizational priorities.
Regular assessments and adjustments ensure that
the maintenance team is appropriately sized and
skilled to meet the demands of the facility.
 Queuing applications
• Queuing theory is a mathematical concept used to study and analyze
waiting lines or queues. In the context of industrial maintenance
engineering, queuing applications can be beneficial for optimizing
various processes and resource allocations.
• Queuing theory can be applied to optimize the processing of work
orders for maintenance tasks. By analyzing the queue of pending work
orders, maintenance managers can make decisions on resource
allocation, prioritize critical tasks, and minimize the overall waiting time
for equipment repairs.
• Optimize spare parts inventory management by considering the demand
for different components. By analyzing the queue of spare part requests,
maintenance teams can determine optimal stocking levels to reduce
downtime and avoid delays in obtaining critical components.
 Queuing applications
• By analyzing the queue of upcoming maintenance activities,
maintenance planners can allocate resources efficiently,
minimizing downtime and ensuring that equipment is
maintained at regular intervals.
• By analyzing the queue of pending maintenance tasks and
available resources, managers can make informed decisions on
assigning tasks to technicians, reducing idle time, and
maximizing efficiency.
• Used to analyze the waiting times for machines that are
awaiting repairs. This information can be crucial for
prioritizing maintenance tasks and ensuring prompt responses
to equipment breakdowns.
 Queuing applications
• Used to predict the likelihood of equipment failures and
plan maintenance activities accordingly. By analyzing
historical data and equipment performance, maintenance
teams can proactively address potential issues before they
lead to downtime.
• Incorporating queuing theory into industrial maintenance
engineering practices can lead to more efficient resource
utilization, reduced downtime, and improved overall
operational performance. It provides a quantitative
approach to decision-making in the face of uncertainties
and variability in maintenance processes.
 Simulation
• Simulation in industrial maintenance engineering involves the use of
computer-based models to mimic and analyze maintenance processes,
equipment behaviour, and system performance within an industrial
setting. It is a valuable tool for optimizing maintenance strategies,
improving decision-making, and enhancing overall efficiency.
• Simulate the performance of equipment over time to predict when
maintenance activities, such as component replacements or
overhauls, may be needed. This helps in planning preventive
maintenance tasks based on the expected degradation of equipment.
• Use simulation models to optimize the allocation of maintenance
resources, including personnel, tools, and spare parts. By simulating
different resource allocation strategies, organizations can identify the
most efficient and cost-effective approach.
 Simulation
• Simulate maintenance workflows to identify bottlenecks,
inefficiencies, and areas for improvement. This can help in
streamlining processes, reducing wait times, and improving overall
workflow efficiency.
• Conduct FMEA simulations to evaluate the potential failure modes
of equipment and their consequences. This aids in identifying
critical failure modes, determining their impact on operations, and
developing effective maintenance strategies to mitigate risks.
• Simulate the impact of different spare parts inventory management
strategies on equipment availability and costs. This helps in
optimizing stock levels, reducing carrying costs, and ensuring
timely availability of critical components.
 Simulation
• Use simulation to perform root cause analysis for equipment
failures. By simulating the behaviour of the equipment
leading up to a failure, maintenance teams can identify the
underlying causes and implement corrective actions.
• By leveraging simulation in industrial maintenance
engineering, organizations can make informed decisions,
optimize their maintenance processes, and proactively
address challenges related to equipment reliability and
downtime. It serves as a powerful tool for continuous
improvement and strategic planning in the maintenance
domain.
 Spare parts Management
Spare parts Management plays an important role in achieving the
desired plant availability at an optimum cost. Presently, the industries
are going for capital intensive, mass production oriented and
sophisticated technology. The downtime for such plant and machinery
is prohibitively expensive. It has been observed in many industries that
the non-availability of spare parts, as and when required for repairs,
contributes to as much as 50% of the total down time. Also, the cost of
spare parts is more than 50% of the total maintenance cost in the
industry. It is a paradox to note that the maintenance department is
complaining of the non-availability of the spare parts to meet their
requirement and finance department is facing the problem of
increasing locked up capital in spare parts inventory. This amply
signifies the vital importance of spare parts management in any
organisation.
 Spare parts Management
The unique problems faced by the organisation in
controlling/managing the spare parts are as follows. Firstly, there is
an element of uncertainty as to when a part is required and also the
quantity of its requirement. This is due to the fact that the failure of
a component, either due to wearing out or due to other reasons,
cannot be predicted accurately. Secondly, spare parts are not that
easily available in the market as they are not fast moving items.
The original equipment manufacturer has to supply the spares in
most of the cases. New models are introduced to incorporate the
design improvements and old models are phased out. Hence the
spares for old models are not readily available. Particularly, this is
more so in case of imported equipment as the design changes are
taking place faster in the developed countries.
 Spare parts Management
Thirdly, the number and variety of spare parts are too large
making the close control more and more tedious. For instance,
the number of items of spares in a medium scale engineering
industry may be around 15,000 and that in a large scale
chemical industry may be around 100,000. Fourthly, there is a
tendency from the stage of purchase of the equipment to the
stage of the use of the spare parts, to requisition spare parts
more number than that are actually required and accumulation
of spares takes place. Finally, the rate of consumption of spare
parts for some are very high and for some are very low. These
problems are to be faced by systematic spare parts
management.
 Spare parts Management
The objective of spare parts management is to
ensure the availability of spares for
maintenance and repairs of the plant and
machinery as and when required at an
optimum cost. Also, the spares should be of
right quality. There are many actions required
to ensure the spare parts management
effective.
 Spare parts Management
There is a need for systematic actions while managing spare parts as given below:
a. Identification of spare parts
b. Forecasting of spare parts requirement
c. Inventory analyses
d. Formulation of selective control policies for various categories
e. Development of inventory control systems
f. Stocking policies for capital & insurance spares
g. Stocking policies for rotable spares or sub- assemblies
h. Replacement policies for spare parts
i. Spare parts inspection
j. Indigenisation of spares
k. Reconditioning of spare parts
l. Establishment of spare parts bank
m. Computer applications for spare parts management
 Spare parts Management
Every organisation should proceed systematically and
establish an effective spare parts management system.
Codification helps the organisation minimizing duplication
of spare parts stocking thereby reducing inventory, aids the
accounting process and facilitates the computerisation of
spare parts control systems. The inventory analyses carried
out on the basis of different characteristics of the spare
parts, such as annual consumption value, criticality, lead
time, unit cost and the frequency of use, help the company
in establishing suitable policies for selective control. This
also helps in focusing our efforts on real problem areas.
 Spare parts Management
A good inventory control system will help
systemizing the ordering procedure and also
achieving an optimum level of inventory. In
addition, selectively efforts should be made to
evolve optimum replacement policies for selected
spare parts, for which cost of down time and cost
of replacement are very high. So, we have to
identify such spare parts and carry out the
exercise for evolving optimum replacement
policies.
 Spare parts Management
For the spare parts which are very expensive and those which are to
be imported, it is essential that the useful life for such spares is
extended by appropriate applications of reconditioning and repair
techniques. Also, efforts should be made to indigenise the spare parts
in view of the hard-to-get foreign exchange involvement. Also, for
similar industries establishing of spare parts bank goes a long way in
reducing the total inventory holding of the expensive spare parts and
also reduces the stock holding cost. For different industries, it will be
helpful to establish spare parts banks and a suitable information
system for the exchange of spares. Lately, the application of
computers for the processing of spare parts information and operating
an effective spare parts control system will be very helpful for the
organisation and will ensure timely actions for an efficient and
effective spare parts management.
 IDENTIFICATION OF SPARE PARTS

When a spare part is required to put back in operation an

equipment which is under breakdown, it becomes
necessary to identify the part for getting the same issued
from the store or for purchasing the same from the
vendor. While identifying it becomes essential to give the
complete description including the size and type of the
spare to draw from the stores and it becomes essential for
all concerned ie., the maintenance personnel and stores
personnel are aware of such description. If it is the
vendor, he may not be satisfied with the description and
he may also require the manufacturer's part number.
 IDENTIFICATION OF SPARE PARTS

It is a cumbersome and time consuming task during every

transaction to identify a spare part by its description and
manufacturer's part number accompanied by the parent
equipment's name, make and model designation. Therefore, it
is essential to give a numerical name or code to each spare
part. This process of giving code to each spare part is called
codification. Since, the range of spares used in any
organisation is too large and there are quite a few spares
meant for specific equipment, it is always preferred to use
codes which are significant ie., from the code number one will
be able to find out - the equipment type, make & model - the
type/class of the spare-part - the size (in some cases)
 IDENTIFICATION OF SPARE PARTS

If the spare part code is to incorporate the equipment type

etc., then the codification of equipment becomes a
prerequisite for spare part codification. The number of
digits required for spare part code depends on the actual
requirement ie., the range of equipment in use and the
types and number of spare parts in the organisation. It is
very common to come across 9 to 16 digit codes for spare
parts. For instance, a 10-digit code may signify, 1st digit -
imported or indigenous 2nd, 3rd & 4th digits - machine
type, make & model 5th, 6th & 7th digits - spare-part
class 8th, 9th & 10th digits - size or serial number.
 IDENTIFICATION OF SPARE PARTS

By classifying and codifying all the spare parts, it

becomes easy to minimize the duplication of spare parts
thereby effecting reduction in the inventory. Codification
also helps easy accounting and computerisation in
addition to easier communication between concerned
parties. In addition to codifying the spare part, it will be
of immense benefit to codify the location of spare parts.
Stock location number helps the stores personnel to
locate the part and issue the same as and when the same
is requisitioned. Also the stock verification and upkeep
programme becomes less and less cumbersome.
 IDENTIFICATION OF SPARE PARTS

After codifying the spare parts and assigning stock location numbers, all the
users should be made aware of and should be supplied with the relevant
codes and stock location numbers in the form of a spare parts catalogue. The
spare parts catalogue should contain the following information:
Spare parts codification plan
Spare part code
Spare part description
Drawing number
Manufacturer's code & part number
Stock location number.
The spare parts catalogue may be produced in sufficient copies so as to
make available for all the users such as the maintenance personnel, stores
personnel and purchase personnel. This is a very important aspect often
neglected in the organisation.
 IDENTIFICATION OF SPARE PARTS

The next step in identification of spare parts is to put an

identification tag or mark with the code to enable the
stores personnel identify during the time of issue. If
sufficient care is not taken to incorporate the code, a lot of
time is spent in locating the part and that time is actually
added to the down-time which is really very expensive in
case of vital spare parts. There are a variety of stickers
which are scratch-proof, water-proof and temperature-
proof available in the market. Efforts should be made by
the organisations to make use of such identification tags
and it will go a long way in reducing the downtime.
Maintenance Planning & Scheduling
Having known the fault lists, result of condition monitoring and
having decided the type/ strategy of maintenance, the next step
is to plan and schedule the maintenance jobs so that the jobs can
be executed properly and desired results can be obtained in
time. Planning and scheduling functions are the key deliverables
of the planning role. This is where the most gains in execution
have the potential to be made and acted upon. In some larger
organizations these are split, allowing more adequate resources
for each role. The role of the planner needs to cover the full
range of the work order system, from input into coding,
prioritization and a degree of autonomy in execution. As such
these roles need to be staffed by skilled and versatile people.
Maintenance Planning & Scheduling
• PLANNING

Planning of jobs or Job-planning can occur at any stage

during the life of a works order of maintenance job. An
indicator (electronic or otherwise) in the work-order
systems needs to be able to identify the work-order by status
of planning. In this manner works orders requiring parts,
procedures, documents, skills or equipment can easily be
focused upon. A work order cannot be considered planned
until all of these have been considered. However, detailed
manpower planning/ deployment is not done at this stage.
 Maintenance Planning & Scheduling
• PLANNING
Planning of maintenance jobs basically deals with answering
two questions, "what" and "How" of the job; Le "what jobs/
activities are to be done" and "how those jobs and activities are
to be done". While answering these two questions, many
supplementary questions are to be answered, e.g. "Where the
job is to be done" and "Why the job is to be done" etc, but all
these will be helping in developing "what" and "how" of the
job. As such, it is very essential that engineering knowledge
must be applied extensively to maintenance jobs for
development of appropriate job plans using most suited
techniques, tools, materials and special facilities etc.
Maintenance Planning & Scheduling
• PLANNING
As the job planning forms the basic foundation,
over which the efficiency and cost of further
actions (e.g. scheduling, execution and control etc)
depends, persons responsible for job planning
should have adequate qualities/capabilities, such
as, knowledge about jobs and available techniques
facilities and resources, analytical ability,
conceptual logical ability and judgmental courage
etc.
 Maintenance Planning & Scheduling
• Steps of Job Planning
The main steps to be followed for proper job planning are,
generally, as follows-
1.Knowledge Base. It includes knowledge about equipment,
job, available techniques, materials and facilities etc. These
can be obtained from-Drawings, Instruction manuals and
Maintenance Manuals, including assembling, dismantling and
packing instructions etc, Job Manuals, Experience of same or
similar machines, Departmental maintenance workshop and
that of other departments, Plant's Captive or centralized
workshops or repair cells, Nearby ancillary industries, etc.
 Maintenance Planning & Scheduling
• Steps of Job Planning
2. Job Investigation at Site. It gives a clear perception of the total job and also
helps in ascertaining the followings-

Physical access and space limitation- This may call for jobs like removing covers,
guards, stoppers or cutting a portion machine housing etc for better approach,

• Assessing if available lifting and handling tackles/facilities are enough or special

cranes facilities are to be brought; also helps in deciding scaffolding etc.

Facilities for disposal of water, oil, gases and hazardous materials which may leak
or come out during dismantling.

Space for keeping the dismantled parts and safety enclosures for machine under
repair.
 Maintenance Planning & Scheduling
• Steps of Job Planning
3. Identify and document the work. Knowing earlier two
steps and knowing the needs of preventive, predictive and
other maintenance jobs, a complete job/ work list is made.
Pending and leftover jobs from previous schedules may
also be included. The planner often consults concerned
operating and maintenance personnel and PdM and CBM
inspectors also for any special problema and cross-
checking. A trained planner may review the inspection
results for common problems (eg misalignment, imbalance
etc) and also not so common problems (e.g. resonance etc).
 Maintenance Planning & Scheduling
• Steps of Job Planning
4. Development of Repair Plan. Preparation of step-by-step procedures
which would accomplish the work with the most economical use of time,
manpower and material. It may include making of sketches, line diagrams
and rough networks etc. For first time jobs, provision of still and video
photography can also be planned before starting the job and during critical
dismantling Weight of each item to be determined estimated before hand and
planning should be done to avoid double or multiple handling of the same
item. The total job should be broken in small measurable activities at this
stage.

Fig. 7.1 shows a sample plan for a small job of changing V belt of blower-
X. In the figure SH-1 means Store House No. 1. Cost column can be filled at
initial planning stage or, better, an review stage, after knowing exactly the
number of parts changed.
 Maintenance Planning & Scheduling
• Steps of Job Planning
5. Preparation of Tools, Tackles & Facilities List. In smaller
plans, like Fig. 7.1, this can be done in the plan sheet itself,
but for bigger jobs, a separate list may be attached indicating
the needs of special tools, tackles and facilities needed, with
sketches etc, such as special porter bar and other lifting
tackles, arranging special long boom crane and transfer cars,
special torque wrenches and big spanners etc. Advance
action has to be taken for most of these. Surveying
equipments may also have to be arranged to mark the level
of machine foundations (if earlier markings are not seen)
before dismantling.
 Maintenance Planning & Scheduling
• Steps of Job Planning
• 6. Estimation of Time Required to do the Job, For smaller
jobs, as shown in Fig 7.1, as easier, but for bigger jobs it may
need knowledge of "work simplification", "work measurement"
and Critical path analysis etc.
• Job Manuals are almost permanent about methodologies, tools,
tackles and facilities for all

maintenance jobs, which may have to be done in future. This

involves saving the different plans and

modifying and expanding those plans for other similar machines.

 SCHEDULING
Scheduling is the function of coordinating all of the
logistical issues around the issues regarding the
execution phase of the work. This can also uncover
some areas of planning deficiency, which needs to
be captured. Scheduling is best performed in a
capacity-scheduling manner. Most modern systems
have the capacity to output data to spreadsheets or
in similar forms. Only planned job can be
scheduled properly. A schedule without a planned
job is like "wish list".
 SCHEDULING
Scheduling of maintenance jobs basically deals with answering
two questions "Who" and "When" of the job, ie., "who would
do the job" and "when the job would be started and done".

Effective scheduling essentially needs realistic thinking, based

on substantial data and records. However, majority of
scheduling work needs to occur in areas such as:
Overhead labour hours (such as safety and toolbox meetings,
break times and training times etc) are to be gathered, along
with holidays and off-days and scheduled as standing works
orders for future analysis.
 SCHEDULING
• Hours for PM completion to be deduced form data in the CMMS.
This focuses on ensuring the equipment is maintained to its best
levels,

• Addition of corrective and approved improvement actions as

dictated by the prioritization system and operations plan. These are to
be Planned works orders only. A guide could be: "Age of works
orders against priority (As a measure of the priority systems
effectiveness)".

• The combination of corrective, preventative and improvement work

needs to total the levels set for planned/scheduled work. However, a
workable level may be 70%-80% in the initial stages, etc.
 Requirements for schedulers
A scheduler should also have knowledge about job,
techniques, facilities, analytical ability and judgmental
courage. The scheduler must obtain knowledge/ information
about following facts/ aspects, before starting his job-
1. Manpower availability by trade, location, shift, crew
arrangement and permissible overtime limit etc,

2. Man-hour back log on current or unfinished jobs,

3. Availability of the equipment or area where the work has

to be performed.
 Requirements for schedulers
4. Availability of proper tools, tackles, spares,
consumables, structural's and other required
materials.
5. Availability of special equipments, jigs/
fixtures, special lifting and handling facilities
and cranes etc. This should also include labour
and time saving devices like pneumatic
hammers and excavators etc.
 Requirements for schedulers
6. Availability of external manpower and their
capabilities; these may be from other shops/
departments of the plant or from contractors (local,
nearby, ancillary etc).

7. Starting date of the job; also often completion time

of total job is predetermined and, in that case, resources
are to be arranged accordingly.

8. Past schedules and charts (updated) if the same job

has been done earlier, etc.
 SCHEDULE TYPES & TECHNIQUES

Different types of schedules are made suiting the respective job plans and
different techniques

used for making and following those schedules. The first step of all scheduling is
to break the job

into small measurable elements, called activities and to arrange them in logical
sequences considering

the preceding, concurrent and succeeding activities so that a succeeding activity

should follow

preceding activities and concurrent activities can start together, Arranging these
activities in different fashion makes different types of schedules. The schedules
may be Weekly General Schedule, Daily Schedule, Gantt Chart, Bar Chart,
PERT network and CPM or CPA schedules etc.
 SCHEDULE TYPES & TECHNIQUES

• Weekly General Schedule

This is made to provide weeks worth of work for

each employee in an area. The shutdown (S/ D)
date column indicates the best day in the week to
perform some job. As such, operation should also
get a copy of this schedule to help arrange
shutdown. However, maintenance supervisor has to
be attentive for individual's deployment. Table 7.1
shows a portion of one such schedule.
 SCHEDULE TYPES & TECHNIQUES

• Daily Schedule

Daily schedule is developed to free maintenance supervisor from

some of the coordination problems. Effort is made by the scheduler to
provide a day's work for each maintenance employee of the area.
Using the CMMS, the scheduler lists the number of times each job
has been placed on schedule. It is normally the responsibility of team
leader or maintenance supervisor to assign the right person or persons
to each job. The job that is not completed in a day, may be placed on
schedule of next day or left for another suitable day of week. Table
7,2 shows one such sample schedule. The table shows original
Estimated time just for reference. It can be deleted or, additionally,
one more column can be introduced showing least time taken in past
for the same job.