BY

JIBRAN ABBAS
 Trainer : Mr. Jibran Abbas
 Profession : Aircraft Maintenance Engineer
 Experience : 10 Years of Experience in the Field of Aircraft Maintenance
Engineering
 Qualification :
Holding an ICAO Type II Indian and UAE Type License in Avionics for Cessna
172, Piper PA28, Piper PA44, CTLS Aircraft. Holding a B.Sc. in Aircraft
Maintenance Engineering and currently pursuing MBA in Aviation
Management. Certified by ASQ as a CMQ/OE.
Currently working as Quality Manager for MSI Aircraft Maintenance
International, a MRO based in Dubai UAE.
 Name

 What is your qualification?

 Years of work experience?

 Where do you work? (Company and area of work)

 What motivated you to opt for the Maintenance Management module?

 Importance of maintenance.

 Distinction between repair and maintenance.

 Maintenance as a business proposition.

 Design, evaluation and methods of maintainability.

 Importance of preventive maintenance and reliability centred maintenance.

 Significance of spare parts management.

 Total productive maintenance as an approach to enhance plant efficiency.

 Planning and scheduling shutdown maintenance.

 Measurement of maintenance effectiveness.

 Case studies on Aircraft Maintenance Industry and on one another industry

as chosen by the students.
 When you complete this chapter you should be able to:

1. Distinguish between Maintenance and Repair.

2. Understand the Importance of Maintenance.

3. Distinguish between the different methods of Maintenance.

4. Describe how to improve system reliability.

 When you complete this chapter you should be able to:

5. Determine system reliability.

6. Determine mean time between failure (MTBF)

7. Distinguish between preventive and breakdown maintenance.

8. Describe how to improve maintenance

 When you complete this chapter you should be able to:

9. Compare preventive and breakdown maintenance costs.

10. Define autonomous maintenance.

11. Determine how to plan and schedule maintenance events.

12. Understand the importance and usage of a Total Productive Maintenance.

“The process of preserving a condition or situation or the state of being
preserved”
(Oxford Dictionary)

“Activities required or undertaken to conserve as nearly, and as long, as possible

the original condition of an asset or resource while compensating for normal
wear and tear”
(Business Dictionary)
Accounting: “A periodic cost incurred in activities that preserve an asset's
operational status without extending its life. Maintenance is an expense that,
unlike capital improvement (which extends an asset's life), is not capitalized.”
(Business Dictionary)

Engineering: “Actions necessary for retaining or restoring a piece of equipment,

machine, or system to the specified operable condition to achieve its maximum
useful life.”
(Business Dictionary)
 Equipment malfunctions have a direct impact on:

 Production capacity

 Production costs

 Product and service quality

 Employee or customer safety

 Customer satisfaction
 Failure has far reaching effects on a firm’s
 Operation

 Reputation

 Profitability

 Dissatisfied customers

 Idle employees

 Profits becoming losses

 Reduced value of investment in plant and equipment

 The globalization of markets and the rising competitiveness between
organizations leads them to seek costs reduction, to be more dynamic and
quick in responding to requests.

 With this increase competitiveness, the maintenance department has been

playing a very important role in achieving the objectives of the organizations.

 However, the maintenance function was not always be properly developed

and utilized by organizations, it has been seen as a cost and the cost of
corrective maintenance actions (maintenance performed after the
occurrence of failure) was one of the highest percentages of total
maintenance costs.
 Maintenance was long considered as a subordinate function, entailing an
inevitable waste of money. There was a tendency to lump it together with
troubleshooting and repairing machinery that was subject to wear and
obsolescence.

 However, enterprises today are realizing that maintenance is not merely a

‘partner’ in production: it is an indispensable requirement for producing. Its
relation with equipment performance is a question of integrated strategy at
senior management level. As such, the maintenance function becomes a
management responsibility.
 To optimize the reliability of equipment and infrastructure.

 To ensure that equipment and infrastructure are always in good condition.

 To carry out prompt emergency repair of equipment and infrastructure so as

to secure the best possible availability for production.

 To enhance, through modifications, extensions, or new low-cost items, the

productivity of existing equipment or production capacity.
 To ensure the operation of equipment for production and for the distribution
of energy and fluids.

 To improve operational safety.

 To train personnel in specific maintenance skills.

 To advise on the acquisition, installation and operation of machinery.

 To contribute to finished product quality.

 To ensure environmental protection.

 Breakdown (Reactive Maintenance)

 Preventive Maintenance (Routine and Planned)

 Predictive Maintenance
 Breakdown Maintenance is basically the “run it till it breaks” maintenance
model.

 No actions or efforts are taken to maintain the equipment as the designer

originally intended to ensure design life is reached.

 Studies as recent indicate that, this is still the predominant mode of

maintenance.
 Involves low cost investment for Maintenance.

 Less staff is required.

 Might be ok for low criticality equipment or redundant systems.

 Could be disastrous for mission-critical plant machinery or equipment.

 Not permissible for systems that could imperil life or limb (like aircraft).
 Increased cost due to unplanned downtime of equipment.

 Increased labour cost, specially if overtime is needed.

 Cost involved with repair or replacement of equipment.

 Possible secondary equipment or process damage from equipment failure.

 Inefficient use of staff resources.

 Faucets in Houses, Hotels etc.

 Car Battery.

 A Machine in the factory which isn’t vital for the operation or a replacement is
readily available.

 The replacement of lighting in a Facility.

 Actions performed on a time or machine run based schedule that detect,
preclude or mitigate degradation of a component or system with the aim of
sustaining or extending its useful life through controlling degradation to an
acceptable level.

 Studies indicate the preventive maintenance increases the reliability of the

equipment and also leads to a saving of amount upto 10 to 12 % on the
average.
 Cost effective in many capital intensive processes.

 Flexibility allows for the adjustment of maintenance periodicity.

 Increased component Life cycle and Energy saving.

 Reduced equipment or process failure.

 Estimated 12 to 18% cost saving over reactive maintenance program.

 “Fix it whether or not it is broken”

 Scheduled replacement or adjustment of parts/equipment with a well-

established service life.

 Typical example – plant relamping

 Sometimes misapplied
 Replacing old but still good bearings
 Over-tightening electrical lugs in switchgear
 Catastrophic Failure still likely to occur.

 Labour Intensive.

 Include performance of unneeded maintenance.

 Potential for incidental damage to components in conducting unneeded

maintenance.
 Vehicle Maintenance (Car, Train, Aircraft, Ship).

 Safety Equipment Maintenance.

 Building Maintenance.

 Vital Machine Maintenance of a Factory.

 Vehicle Maintenance (Car, Train, Aircraft, Ship).

 Safety Equipment Maintenance.

 Building Maintenance.

 Vital Machine Maintenance of a Factory.

 Measurements that detect the onset of a degradation mechanism, thereby
allowing casual stressors to be eliminated or controlled prior to any
significant deterioration in the component physical state.

 Results indicate current and future functional capability.

 Basically, predictive maintenance differs from preventive maintenance by

basing maintenance need on the actual condition of the machine rather than
on some preset schedule.
A Well orchestrated predictive maintenance program will eliminate
catastrophic equipment failure.

 Schedule of maintenance activities can be made to minimize or delete

overtime cost.

 It is also possible to minimize inventory and order parts, as required, well

ahead of time to support the downstream maintenance needs and optimize
the operation of the equipment, saving energy cost and increasing plant
reliability.
 Increased component operational life/availability.
 Allows for pre emptive corrective actions.
 Decrease in equipment or process downtime.
 Better product quality.
 Improved worker and environmental safety.
 Energy Saving.
 8 to 12% cost saving over preventive maintenance.
 Increased investment in diagnostic equipment.

 Increased investment in staff training.

 Saving potential not readily seen by management.

 Reliability programmes should be developed for condition monitored
components or that do not contain overhaul time periods for all significant
system components.

 Reliability programmes need not be developed for components that contain

overhaul time periods.

 The purpose of a reliability programme is to ensure that the maintenance

programme tasks are effective and their periodicity is adequate.
 The reliability programme may result in the escalation or deletion of a
maintenance task, as well as the de-escalation or addition of a maintenance
task.

 A reliability programme provides an appropriate means of monitoring the

effectiveness of the maintenance programme.

 It is the responsibility of the reliability engineer to

report/monitor/implement corrective actions on any exceedance in the alert
level of the removal/failure rates of components as a result of the reliability
monitoring.
An organisation of a small fleet of machine/equipment, when establishing a
reliability programme, should consider the following:
 The programme should focus on areas where a sufficient amount of data is
likely to be processed.

 When the amount of available data is very limited, the organisation’s

engineering judgement is then a vital element. In the following examples,
careful engineering analysis should be exercised before taking decisions:
 A “0” rate in the statistical calculation may possibly simply reveal that
enough statistical data is missing, rather that there is no potential problem.

 When alert levels are used, a single event may have the figures reach the
alert level. Engineering judgement is necessary so as to discriminate an
artefact from an actual need for a corrective action.

 In making his engineering judgement, an organisation is encouraged to

establish contact and make comparisons with other organisations of the same
machine/equipment, where possible and relevant.

 Making comparison with data provided by the manufacturer may also be

possible.
Contents of Reliability Program
 A general description of the reliability program including definitions of
significant terms used in the reliability program.

 Application of the program by Machine/Equipment as appropriate.

 The organisational structure, duties and responsibilities.

 Procedures for establishing and reviewing performance standards.

 Data collection system.

Contents of Reliability Program
 Methods of data analysis.

 Data display and reporting.

 Corrective action program.

 A copy and explanation of all forms, peculiar to the program.

 A reliability program revision control and approval of revisions to the

document (e.g. List of Effective Pages, Table of Contents, etc.).
Data Collection System

A description of the data collection system for the items controlled by the
reliability program must be included in the program. Such a description must
include the following:
 identification of sources of data.

 procedures for transmission and receiving of data from each source.

 steps of data development from source to analysis.

 organisational responsibilities for each step of data development.

Data Collection System

The data collected must be:

 obtained from items functioning under operational conditions.

 accurate and factual to support a high degree of confidence in any derived

conclusion.

 directly related to the established levels of performance.

Data Collection System
Examples of sources of data include the following:
 Operator reports.
 Unscheduled removals.
 Confirmed failures.
 Sampling inspections.
 Workshop findings.
 Functional checks.
 Bench checks.
Note All of the above sources may not necessarily be covered in each and
every program. The scope and objective of the program, and items controlled
by the program, will dictate the nature and source of data. Sources
Performance Standards
The reliability program must include a performance standard expressed in
mathematical terms for each item covered by the program that defines the
acceptable level of reliability for the item. The following are some of the
commonly used performance standards:
 Premature removal rates for an item.

 Confirmed failure rates for an item.

 Internal leakage rates for an item.

Performance Standards

𝑭𝒂𝒊𝒍𝒖𝒓𝒆 𝑹𝒂𝒕𝒆 (𝑹𝒆𝒍𝒊𝒂𝒃𝒊𝒍𝒊𝒕𝒚)

𝑵𝒐 𝒐𝒇 𝑬𝒒𝒖𝒊𝒑𝒎𝒆𝒏𝒕 𝒔𝒖𝒓𝒗𝒊𝒗𝒆𝒅 𝒕𝒉𝒆𝒊𝒓 𝒇𝒖𝒍𝒍 𝒐𝒑𝒆𝒓𝒂𝒕𝒊𝒐𝒏𝒂𝒍 𝒕𝒊𝒎𝒆 𝒍𝒊𝒎𝒊𝒕
=
𝑵𝒐 𝒐𝒇 𝑬𝒒𝒖𝒊𝒑𝒎𝒆𝒏𝒕 𝒄𝒖𝒓𝒓𝒆𝒏𝒕𝒍𝒚 𝒊𝒏 𝒖𝒔𝒆

Eg : If 100 bulbs are in use and guaranteed life time is 5000 Hours. If only 79
bulbs survived till 5000 Hours what is the reliability?
 Basic unit of measure for reliability

Number of failures
FR(%) = x 100%
Number of units tested

Number of failures
FR(N) =
Number of unit-hours of operating time

Mean time between failures

1
MTBF =
FR(N) © 2011 Pearson Education, Inc. publishing as Prentice
Hall
 20 air conditioning units designed for use in
NASA space shuttles operated for 1,000 hours
One failed after 200 hours and one after 600 hours
2
FR(%) = (100%) = 10%
20
2
FR(N) = = .000106 failure/unit hr
20,000 - 1,200
1
MTBF = = 9,434 hrs
.000106
© 2011 Pearson Education, Inc. publishing as Prentice
Hall
Improving individual components

Rs = R1 x R2 x R 3 x … x Rn

where R1 = reliability of component 1

R2 = reliability of component 2

and so on

© 2011 Pearson Education, Inc. publishing as Prentice

Hall
 100 –

Reliability of the system (percent)

80 –

60 –

40 –

20 –

0 |– | | | | | | | |
100 99 98 97 96
Average reliability of each component (percent)
Figure 17.2
© 2011 Pearson Education, Inc. publishing as Prentice
Hall
 R1 R2 R3

.90 .80 .99 Rs

Reliability of the process is

Rs = R1 x R2 x R3 = .90 x .80 x .99 = .713 or 71.3%

© 2011 Pearson Education, Inc. publishing as Prentice

Hall
Provide backup components to
increase reliability

Probability Probability Probability

of first of second of needing
component + component x second
working working component

(.8) + (.8) x (1 - .8)

= .8 + .16 = .96
© 2011 Pearson Education, Inc. publishing as Prentice
Hall
A redundant process is installed to support
the earlier example where Rs = .713
R1 R2 R3
Reliability has
0.90 0.80 increased from
.713 to .94
0.90 0.80 0.99

= [.9 + .9(1 - .9)] x [.8 + .8(1 - .8)] x .99

= [.9 + (.9)(.1)] x [.8 + (.8)(.2)] x .99
= .99 x .96 x .99 = .94
© 2011 Pearson Education, Inc. publishing as Prentice
Hall
Establishing Alert Levels

 Performance standards/alerts require engineering judgement for their

application and typically apply to component monitoring, operator Reports,
etc.

 A reliability alert level (or equivalent title, e.g. Performance Standard,

Control Level, Reliability Index, Upper Limit) is purely an indicator, which
when exceeded indicates that there has been an apparent deterioration in the
normal behaviour pattern of the item with which it is associated.

 Alert levels should, where possible, be based on the number of events, which
have occurred during a representative period of safe operation of the
equipment fleet. They should be up-dated periodically to reflect operating
experience, product improvement and changes in procedures etc.
Establishing Alert Levels

 When establishing alert levels based on operating experience, the normal

period of operation taken is between two and three years dependent on fleet
size and utilisation.

 The alert levels should usually be so calculated as to be appropriate to events

recorded in one- monthly or three monthly periods of operation.

 Large fleets will generate sufficient information much sooner than small
fleets.
Establishing Alert Levels
Where there is insufficient operating experience, or when a program for a new
equipment type is being established, the following approach may be used:

 For a new equipment type, during the first two years of operation, alert levels
should be established in conjunction with the OEM and operators experience
if appropriate and should be closely monitored for effectiveness during the
induction period. Program data should still be accumulated for future use.

 For an established equipment type with a new operator, the experience of

other operators may be utilised until the new operator has accumulated a
sufficient period of own experience. Alternatively, experience gained from
operation of a similar equipment model may be used.
Recalculation of Alert Levels

 Both the method used for establishing an alert level, and the associated
qualifying period, apply when the level is re-calculated to reflect current
operating experience.

 However if, during the period between re-calculation of an alert level, a

significant change in the reliability of an item is experienced which may be
related to the introduction of a known action (e.g. modification, changes in
maintenance or operating procedures) then the alert level applicable to the
item should be re-assessed and revised on the data subsequent to the change.

 Procedures for changes in alert levels should be outlined in the approved

reliability program and the procedures, periods and conditions for re-
calculation should be defined in each program.
Display of Information

 The reliability program must provide for a format of display that allows easy
identification of trends, events and when performance standards are
exceeded.

 The display may be in graphical or in a tabular format or a combination of

both.

 The rules governing any separation or discarding of information before

incorporation into the display must be stated in the program.

 The display of information must include provision for “nil returns” to aid the
examination of the total information.
Reliability Reports
Reliability reports typically display the following:
 Fleet reliability summary - This summary relates to all equipment of the
same type, and should contain the following information for the defined
reporting period.
 Number of Equipment in service.
 Number of operating days (less maintenance checks).
 Total number of Operational hours.
 Average daily utilisation per Equipment.
 Total number delays/cancellations.
 Technical incidents.
Analysis and Interpretation of Information
 The reliability program must provide for the regular analysis and
interpretation of information generated by the program.

 The method employed for analysing and interpreting the information must be
explained in the program.

 The methods used must:

(a) enable the performance of the items controlled by the program to be

measured; and

(a) facilitate recognition, diagnosis and recording of significant problems.

Analysis and Interpretation of Information
The whole process should be such as to enable a critical assessment to be
made of the effectiveness of the program as a total activity. Such a process may
involve:
 Comparisons of operational reliability with established or allocated
standards (in the initial period these could be obtained from in-service
experience of similar equipment).
 Analysis and interpretation of trends.
 The evaluation of repetitive defects.
 Confidence testing of expected and achieved results.
 Studies of life-bands and survival characteristics.
 Reliability predictions.
 Other methods of assessment.
Investigation and Corrective Actions
 The program must provide for an active investigation and, if applicable,
implementation of corrective action when a performance standard is
exceeded.

 If upper and lower limits are used to express performance standards, the
follow up requirements for each limit must be fully described in the program.

 The procedures for implementing corrective actions and for monitoring the
effectiveness of the corrective actions must be described in the program.

 The procedures must include provision of periodic feedback to the individual

responsible for taking the corrective action until such time as performance
has reached an acceptable level. 3
Investigation and Corrective Actions
Corrective actions must correct any reduction in reliability revealed by the
program and may take the form of 1 or more of the following:
 changes to maintenance, operational procedures or techniques.
 changes to maintenance program tasks, including escalation or de-escalation
of tasks, addition, modification or deletion of tasks.
 one-time special maintenance for the fleet.
 initiation of modifications to equipment.
 changes to provisioning of spare parts for maintenance.
 changes to manpower and equipment planning for maintenance.
 training of maintenance personnel
 Resources/
Maintenance Technology Application
Strategy Advantages Disadvantages Required Example
Breakdown No prior Disruption of May need Office copier
work production, labor/parts
required injury or death at odd
hours
Preventive Work can Labor cost, Need to Plant
be may replace obtain relamping,
scheduled healthy labor/parts Machine
components for repairs lubrication
Predictive Impending Labor costs, Vibration, IR Vibration
failures can costs for analysis and oil
be detected detection equipment analysis of a
& work equipment and or large
scheduled services purchased gearbox
services
© 2011 Pearson Education, Inc. publishing as Prentice
Hall