basics of Lean and Reliability Based Spare Parts and Materials Management.

In about 50% of organizations spare parts and materials stores reports to the maintenance organization. In about
50 % of organizations spare parts and materials stores is part of the purchasing function.

One of the areas that are first attacked when an organization wants to become lean is the materials and spare
parts areas. Through reducing the value of spare parts and material kept in storage you can of course reduce
costs. It is true that there are often big opportunities to lower the value in many stores, but it can also become
very expensive if it is not done correctly. One of the most common mistakes is to discard parts that haven’t been
used in, for example, the past five years or more. To discard these parts based on the fact that they have not
been used for a long time is way too simplified and risky and I am surprised every time I see that this tactic is still
being used in many plants. That these incorrect and expensive cutbacks happen is a result of that the people in
charge of the stores often having the goal of reducing the store value, while the consequences of not having the
right part in storage when the parts are needed, is a problem for those responsible for operations and
maintenance.

Most stores, especially in plants that are ten or more years old, can reduce their value by 10 to 20% without
negatively affecting production reliability. To successfully, and sustainably, reduce the value of parts and material
kept in stores you must focus on measures that drives down the cost, not only on reducing the store value. You
should also set up a measurable goal for this effort. The goal could for example be “With a service factor
maintained at 97 % we will reduce value of inventory kept in stores”. In this case the service factor is percent of
occasions the right parts/material have been available when needed for a maintenance job.

First you obviously need to know what parts and material you have in your stores.
First do a quick evaluation of how accurate the inventory list is. Randomly choose 300 to 500 articles and
compare how correct the balance is, the location in the stores is etc. We have often found that the inventory
catalogue is 70% accurate while a good value would be 98%+. Even if this accuracy value is 100% it does not
mean that the stores are cost effective. Do we have the right articles? Do we have too many?

Find out how many articles exist in undocumented storages.

If the inventory catalogue and/or the plant register, including component record and spare parts documented for
each piece of equipment, are not accurate and reliable, then the users will not trust that the articles they need are
going to be available in the store when they need them. This one of the reasons why people start building up
their own stores. These stores can become extensive and very expensive to have. The costs are invisible. More
articles are purchased before they are needed and often in greater quantities than necessary. Moreover the
articles are often stored in a bad environment where they can be damaged by corrosion, dirt, vibrations, etc. It is
imperative to clean up, sort, organize and document all the articles in all these storages. The store manager will
most likely not want to take all these items back in the central stores, because this would increase stores value
and take up costly space.
I sometimes call these undocumented stores emotional stores. If you have made efforts to document all these
stores and then take away all parts in these stores from the people who have them, and put the parts in central
stores, then you will understand why I call them emotional stores.

Decide what you are going to have in storage.

In addition to known and traditional methods and data used to decide what should be kept in storage such as
delivery times, economic purchasing quantities, consumption statistics etc. it is not uncommon that information
such as; risk for breakdown of a component, cost if an article is not in storage when it is needed, condition
monitoring based storage, number of identical parts used in the plant equipment etc. are missing. Then only
guesses are made as to what should and should not be kept in storage.

It is important that an analysis has been done on what production equipment is critical and which components
within each piece of critical equipment could cause a breakdown. The breakdown cost compared to the cost of
keeping parts in store is an important piece of information that should be taken into consideration when storage
levels are decided.

With good condition monitoring you can often avoid keeping parts in storage if the so-called failure developing
period is longer than the delivery time of the parts you are monitoring. A practical example is chains and
sprockets made of steel. They wear down over a longer time period, they are easy to inspect with objective
methods and the delivery time of replacement sprockets and chains are often short. If you monitor wear of
sprockets and chains you can order them when you need them instead of keeping them in store.

With an accurate inventory catalogue and/or the plant register, including component record and spare parts
documented for each piece of equipment you will know how many identical articles are included in the production
equipment. This is necessary and important information to have when doing evaluations of suppliers’
recommendations and decisions on what to keep in stores. The absence of this documentation will lead to that
you keep wrong parts and in the wrong quantities in your stores.

Standardization can also reduce storage substantially. If you have a production line with 22 or so different and
critical, electrical motors you might decide to keep one of each of the 22 motors in the storage. You can often
standardize by about five different motors or even just one type. Then only five or maybe just one motor is kept in
storage.

What good looks like

A good storage does not only have a cost effective store volume. The store is closed and delivers parts where
and when they are needed. The picture shows the delivery of parts and special tools for a shut down that is
going to start in three days. In the worst organizations there is a line outside the store in the morning of the shut
down

Store item maintenance.

You need to keep parts you store in the right environment, free of dust, other contaminations and vibrations.
Shafts of rotating items such as electric motors and pumps shall have their shafts oriented towards the isles in
the store so they can easily be rotated to avoid sagging of shafts and damages of bearings. V-belts and other
belts made of rubber and similar material shall be kept away from day light, preferably in a dark location.
Bearings should be stored laying flat and turned on a regular basis.

Spare Parts Management Indicators

There is a saying: “What you can’t measure, you can’t improve”. The saying are not necessarily always true, but
it is interesting, because I think a derivative of the saying is true: “What you measure, is usually what you get”.

Reducing Inventory Value

It is common for plants to have a lot of focus on reducing inventory value. Inventory value is one of those
numbers that acts like salt in a wound for corporate accountants. No, it doesn’t matter if it’s high or low, it always
hurt to look at the number. Most of the time we don’t know if the number is too high or too low, we just know we
want the number to be lower.

Cost of Keeping Spare Parts and Materials

The cost for keeping inventory is usually an estimated number, often called “inventory interest” (or similar), that
varies from 10-40% depending on company accounting rules. The cost included storeroom, storeroom
personnel, depreciation, etc. If you have a spare parts and materials inventory value of 10 Million, it costs the
company 1-4 Millions (10-40%) a year to keep that spare parts and materials inventory.

The Problem
Since it is common that inventory value is the only number the plant really cares about, it tends to get reduced.
But, anyone can reduce inventory value very easily, IF it’s the only thing that matters. I can tell you to scrap all
spare parts right now bringing your spare parts and materials inventory to zero. But the consequences will be
devastating to production since we don’t have any spare parts.
Measure a “Counterweight”
Spare parts inventory value is important, but to effectively reduce spare parts inventory value, the
“counterweight” has to be measured as well. The counterweight to inventory value can be “stock-outs” for
example (times we get the spare part needed divided by total request for spare parts). When stock outs go over
around 4-5%, you will start seeing signs of people not trusting the store room. These signs are spare parts in
supervisors office, satellite stores, spare parts in crafts peoples toolboxes etc.

Other Indicators
Other indicators that may be valuable for store room control are:
· IRA – Inventory Record Accuracy
· Turnover rate by Part
· Number of Returned Parts to Stores
· Service Level (inverse of stock out)
· Critical Spares stock out

Bibliografia

http://www.idcon.com/article-lean-maintenance-1.html

7. SPARE PARTS MANAGEMENT

INTRODUCTION
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.
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, can not
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.
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.
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.
There is a need for systematic actions while managing spare parts as given below:
a. Identification of spare parts 1-2
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.
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.
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.
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 7-
3
maintenance engineering and management
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.
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)
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.
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.
After codifying the spare parts and assigning stock location numbers, all the users 7-4
maintenance engineering and management
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.
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.

INVENTORY ANALYSIS AND SELECTIVE CONTROL

For the successful spare parts management, it is essential to analyze the spare parts
inventory based on various characteristics such as the frequency of issues, the
annual consumption value, the criticality, the lead time and the unit price. This is
essential as it would not be possible to exercise the same type of control for all items
and it may not really be effective. Inventory analysis aids selection of policies for
selective control.

Commonly used inventory analyses are:

(1) FSN Analysis
(2) ABC Analysis
(3) VED Analysis
(4) SDE Analysis
(5) HML Analysis
FSN Analysis:
Classification based on Frequency of Issues/Use:-
F, S & N stand for Fast moving, Slow moving and Non moving items. This form
of classification identifies the items frequently issued, less frequently issued for
use and the items which are not issued for longer period, say, 2 years. For instance,
the items can be classified as follows:
Fast Moving (F) = Items that are frequently issued say
more than once a month. 7-5
maintenance engineering and management
Slow Moving (S) = Items that are issued less than once a month.
Non-Moving (N) = Items that are not issued\used for more than 2 years.

This classification helps spare parts management in establishing most suitable stores
layout by locating all the fast moving items near the dispensing window to reduce the
handling efforts. Also, attention of the management is focused on the Non-Moving
items to enable decision as to whether they are required in the future or they can
be salvaged. Experience shows that many industries which are more than 15 years
old have more than 50% of the stock as non-moving spares.
Even if a few of them are disposed off and the locked up capital is made available, it
will make available additional working capital to the organisation. Action for disposal
should be taken based on the value of each item of spare.
SDE Analysis:-
Classification based on the lead time:
This classification is carried out based on the lead time required to procure the
spare part. The classification is as follows:
Scarce (S) : Items which are imported and those items
which require more than 6 months' lead
time.
Difficult (D) : Items which require more than a fortnight
but less than 6 months' lead time.
Easily
available (E) : Items which are easily available ie., less
than a fortnights' lead time.
This classification helps in reducing the lead time required at least in case of vital
items. Ultimately, this will reduce stock-out costs in case of stock-outs.

A comprehensive analysis may ultimately bring down lead time for more & more
number of items. This will also result in streamlining the purchase and receiving
systems and procedures.
VED Analysis:-
Classification Based On Criticality:
Several factors contribute to the criticality of a spare part. If a spare is for a
machine on which many other processes depend, it could be of very vital
importance. Also if a spare is, say, an imported component for which procurement
lead time could be very high its non- availability may mean a heavy loss.
Similarly spares required for fighter aircraft at the time of war could be of great
value in terms of fighting capability. In general, criticality of a spare part can be
determined from the production downtime loss, due to spare being not available
when required.
Based on criticality, spare parts are conventionally classified into three classes,
viz. vital, essential and desirable. 7-6
maintenance engineering and management
VITAL (V) : A spare part will be termed vital, if on account of its
non-availability there will be very high loss due to production downtime and/or a very
high cost will be involved if the part is procured on emergency basis. In a process
industry, most spare parts for the bottleneck machine or process will be of vital
nature.For example, bearings for a kiln in a cement plant will be considered vital.
ESSENTIAL (E) : A spare part will be considered essential if, due to its
non-availability, moderate loss is incurred. For example, bearings for motors of
auxiliary pumps will be classified as essential.
DESIRABLE (D) : A spare part will be desirable if the production loss is not
very significant due to its non-availability. Most of the parts will fall under this
category. For example, gaskets for piping connection.

The VED analysis helps in focusing the attention of the management on vital items
and ensuring their availability by frequent review and reporting. Thus, the downtime
losses could be minimized to a considerable extent.
ABC Analysis:-
Classification Based on Consumption:
Another method of classifying spares is on the basis of annual consumption
value. As it is true for any inventory situation, Pareto's principle can be applied to
classify maintenance spares based on consumption value.
Pareto principle : The significant items in a given group normally constitute a small
portion of the total items in a group and the majority of the items in the total will, in
aggregate, be of minor significance.
This way of classification is known as ABC classification.
CLASS A: 10% of total spares contributing towards 70% of
total consumption value.
CLASS B: 20% of total spares which account for about 20% of
total consumption value.
CLASS C: 70% of total spares which account for only 10% of
total consumption value.
In a specific spares control system, it is quite possible that in a single year, many
spares would not have been consumed at all. In such cases, it is better to perform
ABC analysis on longer consumption period data, say 3 years. Then only spares
will not be left out in this classification.
Policy for 'A' items
* Maximum control
* Value Analysis
* More than one supplier
* Control by top executives.
Policy for 'B' items7-7
maintenance engineering and management
* Minimum control
* Bulk Orders
* More items from same supplier.
HML Analysis:-

Classification based on unit price:

This classification is as follows:
High Cost (H) : Item whose unit value is very high,
say, Rs.1000/- and above.
Medium Cost (M) : Item whose unit value is of medium value,
 say, above Rs.100/- but less than Rs.1000/-.

Low Cost (L) : Item whose unit value is low,

say, less than Rs.100/-.

This type of analysis helps in exercising control at the shop floor level ie, at the use
point. Proper authorisation should be there for replacing a high value spare. Efforts
may be necessary to find out the means for prolonging the life of high value parts
through reconditioning and repair. Also, it may be worthwhile to apply the techniques
of value analysis to find out a less expensive substitute.
Some other Classifications based on other characteristics:
A) Capital Spares:
These are vital spares for critical equipment. The stock-out cost for such spares is very
high and the unit cost also is very high. The number of items consumed during the
life time of the equipment may be 1 or 2 or 3. Hence, the decision has to be
made as to the number of items to be stored.
B) Insurance Spares:
An insurance items is a spare part that will be used to replace a failed identical part
in an operating equipment whose penalty cost for downtime is very high. Hence,
by definition, it is an insurance against such failures for which the down time costs
are very high. They do not become obsolete until the parent equipment is retired from
service no matter if they do not move for many years.
C) Overhaul spares:
Spare parts which must be replaced every time the equipment is dissembled and
re-assembled.
D) Wear and Tear Spares:
Spare parts which have regular wear and tear in the course of operation of the
equipment and need to be replaced after definite number of hours of equipment
operation. 7-8
maintenance engineering and management
E) Consumable spares:

These are regularly used items such as fasteners, seals, bearings,etc. These are to be
stored by the materials department.
INVENTORY CONTROL SYSTEMS
Introduction:

To ensure smooth functioning it is essential to develop a suitable inventory control by

which optimization of spare parts cost is achieved in a systematic way. As regards
the fast moving and slow moving items are concerned, the following procedure
can be followed taking into consideration various cost elements.
While managing the spare-parts inventory, basically there are four cost elements to
be considered:-
1. Cost of the spare part
2. Cost of ordering
3. Cost of storage
4. Cost of stock-out.
The cost of storage includes
1. Rent for the stores
 2. Depreciation on storage and handling facilities
3. Handling charges
4. Salaries of stores staff and clerks
5. Taxes
6. Insurance
7. Costs of stationery etc.
The cost of ordering includes:
1. Rent for purchase department
2. Depreciation for Office facilities
3. Salaries
4. Postage & Telephone expenses
5. Stationery expenses
6. Travel expenses
7. Incoming Inspection
8. Entertainment & Misc. expenses.
Concept of Economic Order Quantity
For ideal conditions there should be no stocks at all. Every item should arrive just
before it is required in right quantity.This however is not practical for two reasons.
Firstly, the supplies & requirements are not so certain and, secondly, the costs of
placing orders and follow-up work will shoot up very high, if ordering in such small
batches is resorted to. So, for a particular annual consumption as we go on increasing
the quantity of order, the average stock increases and, hence, carrying charges go on
increasing. Thus, the total cost of ordering and inventory carrying will vary as shown
in the graph in Figure 4-1. 7-9
maintenance engineering and management
While the ordering quantity is varied it may be seen from the graph that at a particular
ordering quantity, the total cost will be the lowest and that ordering quantity is
called Economic Ordering Quantity (E.O.Q).
Figure 4-1.
It may be established mathematically that
2AS
Expressed Mathematically, E.O.Q = √--------
iC
Where A = Annual consumption of items in Units

S = Cost per order in Rupees

i = Carrying charges per year expressed as fraction
C = Unit price
E.O.Q = Economic Order Quantity in Units.
Now if we consider an over-simplified procurement and consumption cycle for
an item having a steady consumption all through the year and which is available
instantaneously on placing an order (without fail), the procurement and
consumption cycle can be shown as given in Figure 4-2.

Figure 4-2.
At time 'A' the stock is zero is and hence an order will be placed and (the delivery 7-10
maintenance engineering and management
being instantaneous) the stock will be brought up to a level 'Q'. The item will be
steadily issued upto a time 'B' and another order will be placed at 'B' to bring up the
stock to Q and so on. The average inventory in this model will be Q/2. Also the
delivery of each order is instantaneous.
The computation of safety stock is done as follows:
If the fluctuation in lead time is predominant, then the safety stock can be computed
by the following formula.
Safety stock = (Maximum Lead Time - Normal Lead Time) x
Normal Consumption rate
If the fluctuation in consumption rate is predominant, then the safety stock can be
calculated by using the following formula.
Safety Stock = K x √D
where K is a factor chosen on the basis of the assurance level required for
protecting the item for stock out and D is the average consumption during lead time.

For various assurance levels, the values of K are as given below:

Assurance level (%) 50 75 80 85 90 98 99 99.9

Value of K 0 0.7 0.8 1.0 1.3 2.1 2.3 3.3
The following K-values are suggested for each item on the basis of ABC & VED
classification.

K Values
V E D
A 2 1 0.5
B 2.5 2 1
C 3 2.5 2
In a practical situation, the consumption over a period fluctuates. Having fixed up
the ordering quantity based on EOQ system, the order has to be placed while the stock
level is equal to the sum of average lead time consumption and safety stock.
Example:
The data regarding a particular type of bearing is given below
:
Annual consumption = 120 Nos.
Unit price = Rs. 100
Inventory carrying cost (variable) = 0.20
Ordering Cost (variable) = Rs.30
The suggested value of K is 2. The normal lead time is 2 months. If it is decided to
follow EOQ system of inventory control, what will be the parameters for operating
7-11
maintenance engineering and management
the system.The supplier will be supplying the bearing packs of 12 Nos.
Solution:-
2AS
EOQ =√ --------
iC
2 x 120 x 30
=√ --------------- = 19
0.20 x 100
The ordering quantity could be either 12 or 24. This will be based on the estimated
total costs for both cases.
If ordering quantity is 12,
then Total Cost = 12/2 x 100 x 0.20 + 120/12 x 30
 = 420/-
If the ordering quantity is 24
Total cost = 24/2 x 100 x 0.20 + 120/24 x 30 = Rs. 390/-
Hence, the Ordering Quantity of 24 Nos. is recommended.
Safety Stock = K X√D = 2 x √( 2/12) x 120) = 10 Nos.
Reorder level = Safety Stock + Lead Time Consumption
= 10 + 20 = 30 Nos.
The average inventory in this system will be
= Safety stock + Ordering Quantity/2
ie = 10 + 24/2 = 22 Nos.

Periodic Review System:

In the EOQ system, we have to place the order as and when the stock level reaches
the reorder level. That means that a continuous watch on the stock level is required
and there will be orders released almost daily as there are large number of items.
The possibility of combining more number of items in the same order for a supplier
is very much reduced. Periodic Review system aims at eliminating such
disadvantages. In this system, the stock level of all or a group of items are reviewed
periodically. The review period and the replenishment level are fixed and order is
placed while the stock level is less than the replenishment level. Ordering quantity is
equal to replenishment level minus stock level.

Replenishment level = Safety stock + Consumption Rate x (Review period

+ Lead Time).
When stock level is reviewed periodically, the safety stock also should take into
consideration the fluctuation in consumption during the review period.
Various other parameters for periodic review systems are as follows:
(1) Review period
(2) Replenishment level
(3) Safety stock
Review period is based on the ordering quantity as recommended for EOQ 7-12
maintenance engineering and management
system. ie., the duration for which the quantity can last. In the earlier example an
ordering quantity of 24 Nos. bearings was recommended and the same can last for 10
weeks. Hence, the review period recommended will be 10 weeks. As the review
period thus arrived may vary from item to item, review period should be suitably
chosen for a group of items which is near optimal.
The safety stock may be computed as follows:
Safety Stock = K x Consumption during lead time and review period (if
fluctuation in consumption rate is predominant).
As the number of items could be many and their annual consumption value may
range widely, it may be necessary in many occasions to have different groups with
different review periods. For instance, for A items review period may be one week, for
B items review period may be four weeks and for C items the review period may be
12 weeks.This may result in near optimum results.
A graphic representation of Periodic Review System is given in Figure 4-3
Figure 4-3
CONCLUSION
Spare parts management will be very successful if the system is computerised and
integrated
with other systems. Computerisation will bring in all round improvement by
streamlinining
the process as well as reducing the total cost of stock holding, ordering and stock-out
costs.