Transcript Quality Control Tools

SE429
 Maintenance
Control
Planning and
PLANNING
Planning is an analytical process which
encompasses an assessment of future, the
determination of desired objectives, the
development of a course of action to
achieve such objectives and the selection of
a course of action among alternatives.
Chapter 2 Slides
Maintenance Operations and
Control
Maintenance Control
An effective maintenance operation
and control system is the backbone
for sound maintenance management.
Controlling maintenance means the
coordination of demand for
maintenance and available resources
to achieve a desired level of
effectiveness and efficiency.
Characteristic of an Effective
Operation and Control System(OCS)
The following four items must have
clear methods and procedures of
handling in any effective OCS .
1. Maintenance Demand ( What work
to be
done and when)
2. Maintenance resources ( who will
do the work and what material
and tools needed)
Characteristic of an Effective
Operation and Control System(OCS)
3. Procedures means for coordinating,
scheduling and executing the work.
4. Performance and quality standards
( how long it takes to do a job and
acceptable
specification.
5. Feedback monitoring and control
Vehicles for Planning and control
The work order system : is the
vehicle for planning and controlling
maintenance work. It also provides the
needed information for monitoring and
reporting maintenance work. A clear
goal and effective procedures are
essential for the implementation of the
work order system and control of
maintenance activities
PURPOSE OF MAINTENANCE
WORK ORDER SYSTEM
1.
Requesting in writing the work to be
performed.
2.
Assigning the Best Method and Safety
to Perform work in an estimated amount
of time.
3.
Reducing Cost through Man-Hours and
Material Control.
PURPOSE OF MAINTENANCE
WORK ORDER SYSTEM
4.
Performing Predictive and Preventive
Maintenance.
5.
Improving Planning & Scheduling of
Maintenance work.
6.
A source of Data Collection for
Reporting Time Standard Development
and Control.
INFORMATION CARRIED BY A
WORK ORDER
Planning Information
1.
Inventory Number Unit Description
2.
Person Requesting Job
3.
Job Description
4.
Time Standards
5.
Job Specification and Code Number
INFORMATION CARRIED BY A
WORK ORDER
Information for planning
6 Date Required and Priority
7 Trades Required and Co-ordinating
Foreman
8 Special Tools
9
Safety Procedures
10 Drawing and Manual Number
INFORMATION CARRIED BY A WORK ORDER
Control Information
1.
2.
3.
4.
Cost Code for Work Type
Actual Time Taken
Cause and Consequence of Failure
Action Taken
TIME REPORTING
In order to control costs and provide
information
leading
to
method
improvement, it is essential that an accurate
reporting of time be included in the
maintenance control system. Figure 2.6
illustrates a job that can be issued
Work Order Flow
The following are the sequential steps
for the work order processing:
 1. Upon receipt of the work request by
the planner (it can be initiated via
telephone, computer terminal, or in
hard written form) it is screened and a
work order is planned and completed,
showing the needed information for
planning, execution and control (see
chapter 6). Usually 3 to 4 copies are
filled and routed in the system.
Work Order Flow
 2. The work order is registered in a
register that lists pertinent data for
each work order.
Work Order Flow

3. One copy (usually copy 1) is filed
by work order number in the
maintenance control department.
Two copies (copy 2 and 3) are
given to the concerned foreman and
one copy (copy 4) is sent to the
work originator.
Work Order Flow

The foreman assigns work to the
appropriate craft and gives him
one copy (it could be either copy 2
or 3). Let us assume it is copy 3.
The craft performs the needed
work and fills the necessary
information about actual work
done (such as actual time, actual
material used, etc.) and hands the
copy over to the foreman.
4.
Work Order Flow
5.
The foreman verifies
information and checks the
quality of work and puts this
verified
Work Order Flow

6. The planner puts the information on
copy
1 and sends copy 3 to the
originator.

7. The planner sends
copy 2 to
accounting
to fill in information
about costs. After that, the copy is
sent to the department where the
maintenance information
system
is maintained (it could be a unit
by itself or within planning and
Work Order Flow
• scheduling, depending on the
situation). The information in the
work order is entered in an equipment
history file.

8. Copy 1 is filed in a closed work
order
file and kept for some
time (usually for 3 to 6 months),
and then ultimately destroyed.
Originator
of
work
Work request received and screened.
Work order planned and prepared (4
copies), Copy 1 filed in open work file
Foreman of appropriate unit, keep
Copy 2 and passes copy 3
Craft performing job. Completes
job and posts needed information
on work
order
Foreman of appropriate unit
fills verifying information on
copies 2 & 3
Copies 2 an 3 returned
to planning and
scheduling.
Information filled
on copy 1 .
Accounting.
Accounting fills
costs
information
Job Report
Employee Name:
Facility Name
Equipment defect
Corrective action
Spares / materials used
Measurement / observations
Overall equipment condition
Remarks :
Time taken:
Date
Craft:
Report No.
Starting Time:
Location
Identification
Employee Name ………………………………………………….
Week Ending ……………………………………
Shift …………………………….
Foreman Approval: Name …………………………. Signature ……………………….
Day
Job 1
Number
Job 2
Hours
spent
Number
Job 3
Hours
spent
Number
Job 4
Hours
spent
Number
M
T
W
TH
F
S
SU
Figure 2.6 Daily work time card
Total
hours
Job 5
Hours
spent
Number
Hours
spent
Equipment History File
It is necessary to record the following:
 1. Equipment
specifications
and
location.

2. Inspections, repairs, servicing and
adjustments carried out, and break
downs and failures and their causes
and the corrective action u
undertaken.
Equipment History File

3. Work done on the equipment,
component repaired or replaced,
condition of wear and tear, erosion,
corrosion, etc.
4. Measurements or readings taken,
clearance, results of tests and
inspections.
 5. Failure time and the time lost to
carry
out repairs.
Date
Maintenanc
e
performed
Downtim
e
Spare
parts and
materials
Labor
Lost
Product
ion
HRS
Labor
cost
Spare
parts
and
material
s
cost
Structure of Maintenance
Control
Maintenance control comprises the
following three important functions:
1. Work order coordination and
planning.
2. Work order processing.
3. Information feedback and corrective
action.
Structure of maintenance control
Work order coordination is concerned with
satisfying maintenance demand while
requirements for production (service), and
necessary capacities of maintenance
resources and constraints are met. Work
order processing is concerned with work
order release, scheduling, and work dispatch.
The feedback and control function
essentially deals with information gathering
and decision tasks for achieving set goals
and objectives.
Relationships
Next Slide Shows the relationships between
these functions
Work order
coordination and planning
Work order
processing
Work order
execution
Work Order Coordination
This function, according to Gits
consists of four decision functions
(Figure 2.9).
1. Preventive maintenance planning.
2. Corrective
maintenance
classification.
3. Adaptive maintenance acceptance.
4. Maintenance capacity adjustment
Operational constraints
Preventive
maintenance
planning
Corrective
maintenance
classification
Adaptive
maintenance
acceptance
Work Order Processing
It consists of the following three control
functions:
1. Work order release,
2. Work order scheduling, and
3 Work order dispatching.
Fixed work orders
Adaptable work orders
Feedback
Work order
release
Released work orders
Feedback
Work order
scheduling
Feedback
Scheduled
work orders
Work
dispatching
Dispatched
work
Feedback
Information Feedback and
Corrective Action
Feedback information and corrective
action is concerned with the collection
of data about the status of the work
execution, system availability, work
backlog, quality of work performed.
Then this information is analyzed and
an appropriate course of action is
formulated.
Course of Actions
This course of actions and decisions is
aimed at improving the following:
1. Work control
2. Cost control
3. Quality control
4. Plant condition control.
Work Control
This type of control monitors the work
status and the accomplished work to
investigate if the work is done according to
standards (quality and time). A set of reports
are generated in this category of control.
These
include
a
report
showing
performance according to standard by the
crafts utilized for the job and their
productivity. In this report, it is a good
practice to indicate what proportion of
maintenance work is performed using
overtime.
Work Control
Other reports that are useful for work
control are backlog, percentage of
emergency maintenance to planned
maintenance, and percentage of repair
jobs originated as a result of PM
inspection. All these reports reflect
some sort of efficiency measures.
Backlog Management
An excessive or too little backlog
necessitates a corrective action. In case
a down trend in the backlog is
identified, one of the following actions
may be necessary:
1. Reduce contract maintenance
2. Consider
transfer
between
departments or crafts
3. Down size the maintenance force.
Backlog Management
If the backlog is increasing and a clear
trend is identified a corrective action is
needed which may include one of the
following:
1. Increase contract maintenance
2. Transfer between departments or
crafts
3. Schedule cost effective overtime
4. Increase maintenance work force.
Cost Control
Actions to control cost include:
1. Considering the use of alternatives
maintenance materials
2. Modifying inspection procedures
 3. Revising Maintenance procedures,
particularly making adjustments in size
of crew and methods.
 4.
Rdesigning material handling
system or workshop layout
Quality Control
The action may entail a
modification in the current
maintenance policy and training of
crafts. (For more details see
Chapter 8.)
Plant Condition Control
If downtime is excessive or the
equipment availability and readiness is
low, a corrective action must be taken
to minimize the occurrence of failure.
The corrective action may require
establishment
of
a
reliability
improvement program or a planned
maintenance program, or both.
Effective Engineered
Maintenance Program
1.
2.
3.
.
Planned maintenance
Emergency maintenance
Reliability improvement
Effective Engineered
Maintenance Program
4.
5.
6.
Cost reduction
Training and employee motivation
Equipment management program
Planned Maintenance
In planned maintenance all activities
are pre-planned. This include material
planning and stocking. Material
planning permits more reliable
scheduling in addition to cost savings
in material delivery and ordering.
Also, the jobs will be scheduled at
times that do not disrupt deliveries or
production schedules.
Handling Emergency
Maintenance

1. Introduce the emergency maintenance
into the regular schedule and then pick up
the backlog with either overtime, temporary
workers or contract maintenance. It is an
accepted practice in industry to allow 1015% of load capacity for emergency work.
2. Estimate the amount of emergency
maintenance and assign skilled dedicated
crafts for the emergency work order
Reliability Improvement
1. Report reliability measures for
major equipment
2. Implement Reliability centered
maintenance
Equipment Management
Program
1. Implement elements of TPM
2. What is TPM
Cost Reduction
. In the effort aiming at reducing costs, the
following should be considered.
1. Alternative material and spare parts.
2. Alternative method for inspection and
overhaul.
3. Alternative equipment and tools.
4. Alternative procedures for planning and
scheduling.
5. Alternative job time standards
Training and Motivation
1. Incentive programs tied to productivity
2. Effective training
Important Topics




Maintenance Management Information
Systems
Maintenance Quality Control
Measuring Maintenance Performance
Auditing and Continuous Improvement
SUPPORTING SYSTEM / SERVICES
1.Inventory Control & Stores / Purchasing
2.Engineering / Modification
3.Reliability / Technical Services
4.Safety and Environmental (Sometimes)
5. Information Systems