Maintenance Management

ENGINEERING MAINTENANCE, A Modern Approach

B.S. Dhillon
Chapter 3

Dr. Khalid Mahmood

 Outline

•Introduction
Maintenance Department Functions and Organization

Maintenance Management by Objectives: Critical Maintenance

Elements of Effective Maintenance Management

Maintenance Project Control Methods

Maintenance Management Control Indices

 Introduction
The management and control of maintenance activities are equally important to

performing maintenance. Maintenance management may be described as the function

of providing policy guidance for maintenance activities, in addition to exercising

technical and management control of maintenance programs. Generally, as the size of

the maintenance activity and group increases, the need for better management and

control become essential.

 Introduction
In the past, the typical size of a maintenance group in a manufacturing establishment

varied from 5 to 10% of the operating force. Today, the proportional size of the

maintenance effort compared to the operating group has increased significantly, and this

increase is expected to continue. The prime factor behind this trend is the tendency in

industry to increase the mechanization and automation of many processes. Consequently,

this means lesser need for operators but greater requirement for maintenance personnel.
 MAINTENANCE DEPARTMENT FUNCTIONSAND
ORGANIZATION

Planning and repairing equipment/facilities to acceptable standards

Performing preventive maintenance; more specifically, developing and implementing a

regularly scheduled work program for the purpose of maintaining satisfactory
equipment/facility operation as well as preventing major problems

Preparing realistic budgets that detail maintenance personnel and material needs

Managing inventory to ensure that parts/materials necessary to conduct maintenance

tasks are readily available

Keeping records on equipment, services, etc.

 MAINTENANCE DEPARTMENT FUNCTIONSAND
ORGANIZATION

Developing effective approaches to monitor the activities of maintenance staff

Developing effective techniques for keeping operations personnel, upper-level management, and other
concerned groups aware of maintenance activities
Training maintenance staff and other concerned individuals to improve their skills and perform
effectively
Reviewing plans for new facilities, installation of new equipment, etc.
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 contractual requirements
 MAINTENANCE DEPARTMENT
FUNCTIONSAND ORGANIZATION

Many factors determine the place of maintenance in the plant organization including
size, complexity, and product produced.

The four guidelines useful in planning a maintenance organization are

1. Establish reasonably clear division of authority with minimal overlap

2. Optimize number of persons reporting to an individual

3. Fit the organization to the personalities involved

4. Keep vertical lines of authority and responsibility as short as possible

 Centralized or Decentralized Maintenance
Function

One of the first considerations in planning a maintenance organization is to decide

whether it is advantageous to have a centralized or decentralized maintenance

function. Generally, centralized maintenance serves well in small- and medium-sized

enterprises housed in one structure, or service buildings located in an immediate

geographic area.
 Benefits of Centralized Maintenance

Benefits
• More efficient compared to decentralized maintenance
• Fewer maintenance personnel required
• More effective line supervision
• Greater use of special equipment and specialized maintenance persons
• Permits procurement of more modern facilities
• Generally allows more effective on-the-job training
 Drawbacks of Centralized Maintenance

Drawbacks
• Requires more time getting to 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

 Decentralized Maintenance
In the case of decentralized maintenance, a maintenance group is assigned to a
particular area or unit.
Some important reasons for the decentralized maintenance are
1. Reduce travel time to and from maintenance jobs

2. A spirit of cooperation between production and maintenance workers

3. Usually closer supervision

4. Higher chances for maintenance personnel to become familiar with sophisticated

equipment or facilities.
 Centralized or Decentralized Maintenance
Function

Past experience indicates that in large plants a combination of centralized 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.

Nonetheless, no one particular type of maintenance organization is useful for all types

of enterprises.
 MAINTENANCE MANAGEMENT BY
OBJECTIVES

Improving a maintenance management program is a continuous process that requires progressive attitudes
and active involvement. A nine-step approach for managing a maintenance program effectively is presented
below:
• Identify existing deficiencies
• Set maintenance goals
• Establish priorities
• Establish performance measurement parameters
• Establish short- and long-range plans
• Document both long- and short-range plans and forward copies to all concerned individuals
• Implement plan
• Report status
• Examine progress annually
 MAINTENANCE MANAGEMENT BY
OBJECTIVES

Identify existing deficiencies.

• This can be accomplished through interviews with maintenance personnel and by examining in-house
performance indicator

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.

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.
 MAINTENANCE MANAGEMENT BY
OBJECTIVES

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 is more strategic in
nature and identifies important goals to be reached within three to five years.

Document both long- and short-range plans and forward copies to all concerned individuals.

Implement plan

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 on actual or potential slippage of the schedule and associated causes.

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 long-range plan and adjustments made to the previous year’s planned schedule, resources,
costs, and so on.
 Critical Maintenance Management Principles

Principle Brief Description

Maximum productivity results when This principle of scientific management

each involved person in an organization formulated by Frederick W. Taylor in the
has a defined task to perform in a late 19th century remains an important
definitive way and a definite time. factor in management.
Schedule control points effectively. Schedule control points at intervals
such that the problems are detected in
time, thus the scheduled completion of
the job is not delayed
 Critical Maintenance Management Principles

Principle Brief Description

Measurement comes before control  When an individual is given a definitive 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.
The customer service relationship is the  A good maintenance service is an important factor in
basis of an effective maintenance maintaining facilities at an expected level effectively.
organization The team approach fostered by the organizational
setup is crucial to consistent, active control of
maintenance activity.
 Critical Maintenance Management Principles

Principle Brief Description

Job control depends on definite,  It is the responsibility of the maintenance

individual responsibility for each activity department to develop, implement, and provide
during the life span of a work order. 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
The optimal crew size is the minimum within their sphere of control.
number that can perform an assigned  Most tasks require only one individual.
task effectively.
Ten Questions for Maintenance Managers to
self-evaluate their Maintenance Effort
•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?

Have you balanced your spare parts inventory with respect to

carrying cost vs. anticipated downtime losses?

With respect to job costs, are you in a position to compare the

“should” with the “what”?
Ten Questions for Maintenance Managers to
self-evaluate their Maintenance Effort
0.Do you ensure that maintainability factors are considered properly during
the design of new or modified facilities/equipment?

0.Are you aware of how much time your foreman spends at the desk and at
the job site?

0.Do you have an effective base to perform productivity measurements, and

is productivity improving?

0.Are you aware of whether safety practices are being followed?

0.Are you providing the craft persons with correct quality and quantity of
material when and where they need it?
 ELEMENTS OF EFFECTIVE
MAINTENANCEMANAGEMENT

Elements of effective maintenance

management
PREVENTIVE BACKLOG
JOB PLANNING
MAINTENANCE MATERIAL WORK ORDER EQUIPMENT AND CONTROL AND PERFORMANCE
AND
POLICY CONTROL SYSTEM RECORDS CORRECTIVE PRIORITY MEASUREMENT
SCHEDULING
MAINTENANCE SYSTEM
 MAINTENANCE POLICY

A maintenance policy is one of the most important elements of effective

maintenance management. It is essential for continuity of operations and a
clear understanding of the maintenance management program, regardless of
the size of a maintenance organization. Usually, maintenance organizations
have 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. Lacking such documentation, i.e., a policy manual, a policy document
must be developed containing all essential policy information.
 MATERIAL CONTROL

Past experience indicates that, on average, material costs account

for approximately 30 to 40% of total direct maintenance costs.
Efficient utilization of personnel depends largely on effectiveness in
material coordination. Material problems can lead to false starts,
excess travel time, delays, unmet due dates, etc. Steps such as job
planning, coordinating with purchasing, coordinating with stores,
coordination of issuance of materials, and reviewing the completed
job can help reduce material related problems.
 WORK ORDER SYSTEM
A work order authorizes and directs an individual or a group to perform a given
task. A well-defined work order system should cover all the maintenance jobs
requested and accomplished, whether repetitive or one-time jobs. The work
order system is useful for management in controlling costs and evaluating job
performance. Although the type and size of the work order can vary from one
maintenance organization to another, a work order should at least contain
information such as requested and planned completion dates, work
description and its reasons, planned start date, labor and material costs, item
or items to be affected, work category (preventive maintenance, repair,
installation, etc.), and appropriate approval signatures.
 EQUIPMENT RECORDS

Equipment records play a critical role in effectiveness and efficiency of the maintenance
organization. Usually, equipment records are grouped under four classifications:

Maintenance work
Maintenance cost Inventory, Files.
performed
 EQUIPMENT RECORDS
Maintenance Work • Maintenance work performed category contains chronological
documentation of all repairs and preventive maintenance (PM)
Performed performed during the item’s service life to date.

• Maintenance Cost category contains historical profiles and

accumulations of labor and material costs by item. Usually,
Maintenance Cost information on inventory is provided by the stores or accounting
department.

• The inventory category contains information such as property

Inventory number, size and type, procurement cost, date manufactured or
acquired, manufacturer, and location of the equipment/item.

• The files category includes operating and service manuals, warranties,

Files drawings, and so on.
 EQUIPMENT RECORDSnull

Equipment records are useful when procuring new items/

equipment to determine operating performance trends,
troubleshooting breakdowns, making replacement or
modification decisions, investigating incidents, identifying
areas of concern, performing reliability and
maintainability studies, and conducting life cycle cost and
design studies.
 PREVENTIVE AND
CORRECTIVE MAINTENANCE
The basic purpose of performing PM is to keep facility/equipment in
satisfactory condition through inspection and correction of early-stage
deficiencies. Three principle factors shape the requirement and scope of the
PM effort: process reliability, economics, and standards compliance.

A major proportion of a maintenance organization’s effort is spent on

corrective maintenance (CM). Thus, CM is an important factor in the
effectiveness of maintenance organization.
 JOB PLANNING AND SCHEDULING

Job planning is an essential element of the effective maintenance

management. A number of tasks may have to be performed prior to
commencement of a maintenance job; for example,

Coordination Identification
Procurement Coordination
and delivery of of methods Securing
of parts, tools, with other
parts, tools, and safety permits.
and materials departments
and materials sequencing
 JOB PLANNING AND SCHEDULING

Although the degree of planning required may vary with the craft
involved and methods used, past experience indicates that on
average one planner is required for every twenty craftpersons.
Strictly speaking, formal planning should cover 100% of the
maintenance workload but emergency jobs and small,
straightforward work assignments are performed in a less formal
environment. Thus, in most maintenance organizations 80 to 85%
planning coverage is attainable.
 JOB PLANNING AND SCHEDULING

Maintenance scheduling is as important as job planning.

Schedule effectiveness is based on the reliability of the
planning function. For large jobs, in particular those
requiring multi-craft coordination, serious consideration
must be given to using methods such as Program Evaluation
and Review Technique (PERT) and Critical Path Method
(CPM) to assure effective overall control.
 BACKLOG CONTROL AND
PRIORITY SYSTEM
• The amount of backlog within a maintenance organization is one
of the determining factors of maintenance management
effectiveness. Identification of backlogs is important to balance
manpower and workload requirements. Furthermore, decisions

BACKLOG concerning overtime, hiring, subcontracting, shop assignments,

etc., are largely based on backlog information. Management
CONTROL makes use of various indices to make backlog related decisions.
 BACKLOG CONTROL AND
PRIORITY SYSTEM
• The determination of job priority in a maintenance
organization is necessary since it is not possible to start
every job the day it is requested. In assigning job
priorities, it is important to consider factors such as
PRIORITY importance of the item or system, the type of
maintenance, required due dates, and the length of time
SYSTEM the job awaiting scheduling will take.
 PERFORMANCE MEASUREMENT

Successful maintenance organizations regularly measure

their performance through various means. Performance
analyses contribute to maintenance department efficiency
and are essential to revealing the downtime of equipment,
peculiarities in operational behavior of the concerned
organization, developing plans for future maintenance, and
so on.
THE END
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