DAY 1 - AMMJ

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Evolution of Maintenance47Table 1: The development of maintenance philosophies (Moubray, 1997)GenerationFirst generation (Before the2nd World War)Second generation(Second World War – Late1970s)Third generation(1980s)Background andCharacteristics of EquipmentEquipment simple, over designed,easy to repair• More complex, greater dependenceof industry on machinery• Higher maintenance cost relative toother operating cost• Continued growth in plant complexityand accelerating use of automation• Downtime very costly• Just-in-time systems more common• Rising demand for standard ofproduct or service quality• Tightening legislation on safetyMaintenance Techniques andPhilosophy• Basic and routine maintenance• Reactive breakdown service (“fix it whenit is broke”)• Planned preventive maintenance• Time tested approach• Condition monitoring, hazard studies, failuremodes and effect analysis• Reliability centered maintenance as cornerstone• Computer aided maintenance managementinformation system• Workforce with multi-skills and team working• Emphasis on reliability and availability• Proactive and strategicAs the maintenance workforce was increasing, the type of activities performed by maintenance personnel wasalso changing. Initially maintenance activities were focused on repairing breakdown and replacing worn outparts. Slowly the focus of maintenance activities also shifted towards the following:• Maintenance and safety: Periodic maintenance was first prescribed to improve safety rather thanavailability or costs, e.g. the examination and pressure testing of boilers and re-setting of safety valves.Many of these measures are statutory and even the intervals have been prescribed. This restricts the scopefor optimisation, either of the intervals with respect to the risk using the existing design, or by changing toa safer design, which could hold or reduce the risk whilst increasing the interval. Recent legislation, forexample, processes like casting, forging, smelting, offshore oil drilling etc. require the risks to be assessedand the analysis approved by a licensed organization.• Environmental protection: A recently added objective for maintenance is to promote environmentalsustainability. There are three principal strands here. First, maintenance holds or returns emissionsof noxious substances to designed or legal levels. Second, by making things last longer, maintenancereduces the energy and other resource consumption and emissions involved in their replacement. Third,maintenance and disposal experience can be fed back so that designers can make their next designs moreenvironment-friendly. All three aspects are increasing in importance. Modern maintenance managementsystems generally provide incentives for meeting environmental requirements and for doing better.Another recent development in maintenance department has been the realization of developing interrelationshipswith other functions in organization thereby making maintenance more and more a part of the integrated businessconcept. In the present scenario, it is often found cost-effective to leave the day-to-day or routine maintenanceactivities (e.g. lubrication, cleaning, monitoring) in the hands of machine operators as they often know bestwhen their equipment exhibits abnormal behaviour. In terms of finance, the potential impact of maintenance atthe level of operations and logistics (flexibility, throughput time, quality, etc.) is considerable, and therefore thefinancial implications of maintenance can be substantial.The language of higher management is money, and so the costs and values of maintenance to the companyshould be expressed in cash. Most accountants still regard maintenance as a necessary evil that costs, despiteextensive evidence of the need for an economic balance. There has been more interest in reducing maintenancecosts, but not so much in optimising the expenditure for the benefit of the company. The recognition of maintenanceas a potential profit generator, however, is a fairly recent development. Waeyenbergh and Pintelon (2002) havetraced these recent developments of maintenance in a time perspective as shown in Table 2.Vol 21 No 3<strong>AMMJ</strong>
48Evolution of MaintenanceTable 2Maintenance in a time perspective< 1950 1950-1975 > 1975 2000 OnwardsManpower(simple)“Fix it when it breaks”Maintenance is “aproduction task”Mechanization(complex)• “I operate – you fix”• Availability, Longevity,Costs are the main focus• Preventive maintenance andwork order managementMaintenance is “a task ofthe maintenance department”Automation(more complex)• Reliability, availability,maintainability withemphasis on safety,quality and environment• Condition based maint.condition monitoring,multi-skilling, CMMS/EAMs,asset management• Maintenance is (may be)“not an isolated function”• Integration effortsGlobalization(crossing boundaries)• Optimal concept,outsourcing• Information andcommunicationtechnology is stressed• Maintenance is “externaland internal partnerships”• Maintenance meetsproduction“Necessary evil” “Technical matter” “Profit contributor” “Partnership”All these changes in maintenance can be attributed to changes happening in manufacturing systems. Thesechanges resulted in development of different types of maintenance systems.TYPES OF MAINTENANCEAs the manufacturing systems evolved, the maintenance function also evolved which resulted in developmentof different types of maintenance. A review of literature revealed different maintenance methods or systems,which has been discussed briefly in this section along with its advantages and disadvantages.Reactive maintenanceUnder reactive maintenance, temporary repairs may be made in order to return equipment to operation, withpermanent repairs put off until a later time (Gallimore and Penlesky, 1988). Literally it can be interpreted as,“performing maintenance activities in reaction to the breakdown or failure of an equipment/machine”. Thefollowing types of maintenance are also included under reactive maintenance:Breakdown/Run-to-failure/Corrective MaintenanceBreakdown maintenance is also called as run-to-failure maintenance. It may be described as a fire-fightingapproach to maintenance. Equipment is allowed to run until failure (Swanson, 2001). Then the failedequipment is repaired or replaced (Paz and Leigh, 1994). In these strategies the maintenance activitiesare not planned. These strategies are mostly used where the consequences of failure do not result insignificant expenditure. This is the oldest type of maintenance. It is suitable for small, non-critical, lowprice equipments (Mostafa, 2004). According to Oyebisi (2000), corrective maintenance involves runningsystems to breakdown and can only be applied to equipment which is inexpensive, largely duplicated andeasy to repair or replace and where loss of the machine or equipment for a particular process or job will notconstitute a significant disruption to production.Opportunity based maintenanceThe possibility of using opportunistic maintenance is determined by the nearness or concurrence of controlor substitution times for different components on the same machine or plant. This type of maintenance canlead to the whole plant being shut down at set times to perform all relevant maintenance interventions atthe same time (Bevilacqua and Braglia, 2000), i.e. if the machine has been taken up for maintenance, theengineers may use that opportunity to check the condition of other components and assemblies, based onwhich they will repair or replace the parts if necessary. This is called opportunity based maintenance.Planned maintenancePlanned maintenance is defined as “maintenance organized and carried out with forethought, control andrecords to a predetermined plan”. The factors to be considered are the extent and severity of utilizationof equipment and operating conditions. In the planned maintenance, the detailed instructions have tobe followed strictly, which include instructions for inspections, repairs, and rectification replacement ofcomponents. The data is recorded, which helps in effective planning and scheduling. The analysis of failuredata clearly brings about the reasons of failure, faulty design, and faulty operation (Maity, 2001). Some ofthe variations of planned maintenance are:<strong>AMMJ</strong> 20th ANNIVERSARY YEAR
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