Chapter 9:

PROJECT MAINTENANCE

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 9.1. MAINTENANCE BASICS:
The goal of any maintenance team is to
maximize production output.
When this doesn't happen, what's the cause? In
nearly every case, it's a departure from
maintenance basics.
Doing things right is not enough. We must focus
instead on doing the right things. Sometimes,
that means questioning management. We must
enforce the principles of maintenance, and
review requests for work against them. Then
assign and prioritize work accordingly.
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 MAINTENANCE BASICS:
 The main objective of any project is to generate and
distributes the benefits, facilities or services to the
needy people, organization or company
 For this, regular and smooth operation of the plant
machinery facilities or services is essential.
 Maintenance management helps ensuring continue
and smooth operation of any plants, machines or
systems
 Maintenance management is the overall process of
getting works done related with maintenance of
plants, machines or systems.

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 MAINTENANCE BASICS:
Maintenance management generally consists of :
– Setting objectives
– Identify and providing the means of attaining the set
objectives and
– Decision making
Maintenance management covers all the following
factors:
– Policy,
– people,
– planning,
– technology,
– finance,
– periodic review,
– evaluation,
– learning etc
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 MAINTENANCE BASICS:
 Objectives of maintenance management
 To maximize and to ensure the availability of plants,
machines or systems for operation, generation and
distribution of the product facilities or services.
 To maximize the useful life of the plant, machines or
systems by minimizing wear and tear and deterioration.
 To provide safe work / operation environment for the
workers using plants, machines or systems
 To satisfy the users by efficient distribution of the
products
 To maximize the return or invest by efficient
operation of the plants, machines or systems.
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 MAINTENANCE BASICS:
 Importance of maintenance management
– To preserve the owner’s investment and prolong the lives of aspects to
increase the time over which investment provides service
– To minimize the loss of productive time and the cost because of
malfunctioning of equipment.
– To minimize the loss of productive time and cost because of maintenance
effects, efficient use of maintenance personnel and equipment and
– To acquire full life utilization of a facility or equipment at its normally
running conditions.
– To increase the higher productivity by providing the smoothly operations
of the equipment and plant and machines.
– To save life of the equipment, machines, plants by providing the regular
maintenance.
– To minimize the accidents caused by the machines, equipment, plants and
other factors.

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 9.2. TYPES OF MAINTENANCE:
• Maintenance can be broadly divided into two
types:
– Planned maintenance and
– Unplanned maintenance
Project Maintenance

Planned maintenance Unplanned maintenance

Emergency

Unscheduled
Corrective Preventive

Running & shutdown

breakdown shutdown

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 TYPES OF MAINTENANCE:
• Planned maintenance
– Planned maintenance can be divided into
• Preventive maintenance
– It is the regular maintenance which is done to prevent breakdown
of the plant, machinery or the systems
– It involves inspection, lubrication, adjustment, repair or
overhauling of the plant, machines or systems
– Preventive maintenance can also be divided as running
maintenance and shutdown maintenance
» Running maintenance means the maintenance work is carried
out when the plant, machines or system is in service or in
operation.
» Shutdown maintenance on the other hand is done when the
plant, machine or the system is not in service or in operation.

 
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 TYPES OF MAINTENANCE:
• Planned maintenance
– Planned maintenance can be divided into
• Corrective maintenance
– It is done after the plant, machines or the system is out
of order to bring them in a satisfactory operating
conditions.
– It involves minor repairs.
– Corrective maintenance can be also divided as
shutdown maintenance and breakdown maintenance
– Breakdown maintenance is done when a plant , machine
or a system is out of order, i.e failure of the system.

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 TYPES OF MAINTENANCE:
• Unplanned maintenance
Emergency maintenance ; nobody knows when to do repair
and maintenance work.
If suddenly not working of systems, plant, machines, then
this type of maintenance is done. In this type of
maintenance, there may be a lot of expenses for the
maintenance as well as schedule works may be disturbed.

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 9.3. MAINTENANCE PLANNING AND
SCHEDULING:
 The focus of Planning and Scheduling is to drive efficiency of the
skilled people and eliminate the avoidable delays.
 Cultures that are reactive are based on many things such as
1. Ineffective PM programs with no basis for the tasks
2. Lack of precision in corrective and time-based tasks
3. Improper organizational structures
4. Lack of internal and external partnerships
5. Behaviors of the people
6. Management philosophies
7. Poor capital project design and execution
8. No focus on Defect Elimination

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 9.3. MAINTENANCE PLANNING AND
SCHEDULING:
• The Maintenance Planning and Scheduling
function has four basic objectives:
To provide the right information for the technician
to more easily to perform the job
Have identified the right parts and materials,
having them staged and kitted
Interface with the Operations partner to ensure the
equipment is available for Maintenance at the
specified time
To ensure the right priority Maintenance work is
accomplished based on business needs
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 Planning

Planning is the process by which the elements

required to perform a task are determined in
advance of the job start.
 Planning
• It comprises all the functions related to the preparation of:

1. The work order

2. Bill of material
3. Purchase requisition
4. Necessary drawings
5. Labor planning sheet including standard times
6. All data needed prior to scheduling and releasing the
work order.

• Good planning is a prerequisite for sound scheduling.

 Planning Procedures
 Determine the job content.
 Develop work plan. This entails the sequence of the
activities in the job and establishing the best methods
and procedures to accomplish the job.
 Establish team size for the job.
 Plan and order parts and material.
 Check if special tools and equipment are needed and
obtain them.
 Assign workers with appropriate skills.
 Planning Procedures
 Review safety procedures.
 Set priorities for all maintenance work.
 Assign cost accounts.
 Complete the work order.
 Review the backlog and develop plans for controlling
it.
 Predict the maintenance load using effective
forecasting technique.
 Basic Levels of Planning Process
(Depend on The Planning Horizon)

1. Long-range planning: it covers a period of 3 to 5

years and sets plans for future activities and long-
range improvement.
2. Medium-range planning: it covers a period of 1
month to 1 year.
3. Short-range planning: it covers a period of 1 day to
1 week. It focuses on the determination of all the
elements required to perform maintenance tasks in
advance.
 Long and Medium-Range Planning
Needs to utilize the following:

1. Sound forecasting techniques to estimate the

maintenance load.
2. Reliable job standards times to estimate staffing
requirements.
3. Aggregate planning tools such as linear
programming to determine resource requirements.
 Long-Range Planning

sets plans for future activities and long-range

improvement.
 Medium-Range Planning

• Specify how the maintenance workers will operate.

• Provide details of major overhauls, construction
jobs, preventive maintenance plans, and plant
shutdowns.
• Balances the need for staffing over the period
covered.
• Estimates required spare parts and material
acquisition.
 Short-Range Planning

It focuses on the determination of all the elements

required to perform maintenance tasks in advance.
 Scheduling

Is the process by which jobs are matched with

resources and sequenced to be executed at a certain
points in time.
 Scheduling

• Scheduling deals with the specific time and phasing

of planned jobs together with the orders to perform
the work, monitoring the work, controlling it, and
reporting on job progress.

• Successful planning needs a feedback from

scheduling.
 Reliable Schedule Must Take Into
Consideration

• A job priority ranking reflecting the criticality of

the job.
• The availability of all materials needed for the work
order in the plant.
• The production master schedule.
• Realistic estimates and what is likely to happen.
• Flexibility in the schedule.
Maintenance Schedule Can be Prepared
at Three Levels (Depend on The Time
Horizon)

1. Long-range (master) schedule

2. Weekly schedule

3. Daily schedule
 Long-Range (master) Schedule
• Covering a period of 3 months to 1 year.
• Based on existing maintenance work orders
(blanket work order, backlog, PM, anticipated EM).
• Balancing long-term demand for maintenance work
with available resources.
• Spare parts and material could be identified and
ordered in advance.
• Subject to revision and updating to reflect changes
in the plans and maintenance work.
 Weekly Schedule
• Covering 1 week.
• Generated from the master schedule.
• Takes into account current operations schedules and
economic considerations.
• Allow 10% to 15% of the workforce to be available for
emergency work.
• The schedule prepared for the current week and the
following one in order to consider the available backlog.
• The work orders scheduled in this week are sequenced based
in priority.
• CPM and integer programming techniques can be used to
generate a schedule.
 Daily Schedule

• Covering 1 day.
• Generated from weekly schedule.
• Prepared the day before.
• Interrupted to perform EM.
• Priorities are used to schedule the jobs.
 Elements of Sound Scheduling
Requirements for effective scheduling:
• Written work orders that are derived from a well-
conceived planning process. (Work to be done,
methods to be followed, crafts needed, spare parts
needed, and priority).
• Time standards.
• Information about craft availability for each shift.
• Stocks of spare parts and information on restocking.
 Elements of Sound Scheduling
Requirements for effective scheduling:
• Information on the availability of special equipment
and tools necessary for maintenance work.
• Access to the plant production schedule and
knowledge about when the facilities will be
available for service without interrupting
production schedule.
• Well-define priorities for maintenance work.
• Information about jobs already scheduled that are
behind the schedule (backlog).
 Scheduling Procedures (Steps)
• Sort backlog work orders by crafts.
• Arrange orders by priority.
• Compile a list of completed and carry over jobs.
• Consider job duration, location, travel distance, and
the possibility of combining jobs in the same area.
• Schedule multi-craft jobs to start at the beginning of
every shift.
• Issue a daily schedule (not for shutdown
maintenance).
• Authorize a supervisor to make work assignments
(dispatching).
 Maintenance Job Priority System

• Priorities are established to ensure that the most

critical work is scheduled first.
• It is developed under coordination with operations
staff.
• It should be dynamic.
• It must be updated periodically to reflect changes in
operation and maintenance strategies.
• It typically includes three to ten levels of priority.
 Scheduling Techniques

The objective of the scheduling techniques is to

construct a time chart showing:

• The start and finish for each job.

• The interdependencies among jobs.
• The critical jobs that require special attention and
effective monitoring.
 Scheduling Techniques

Such techniques are:

• Modified Gantt chart

• CPM
• PERT
• Integer and stochastic programming.
 9.4 ESTIMATING MAINTENANCE
COST
 Costing the maintenance program is an easy operation as the
amount of work to be done has been determined.
 About 5% of the budget for this purpose is generally
accepted.
 As in any budget operation, the initial estimated may have
to be reconsidered and curtailed in relation to the finance
available.
 At this point the establishment of priorities is an important
exercise in which all units.
 The establishment of maintenance priorities depends on
many factors such as reduction of manpower and machinery.
 9.5. MANAGEMENT OF
MAINTENANCE AND FINANCING
 Elements of maintenance system:
 maintenance policy
 control of materials
 preventive maintenance
 condition monitoring
 work order
 job planning
 priority
 data recording system
 performance measurement measures
 9.5. MANAGEMENT OF
MAINTENANCE AND FINANCING
 Cost of maintenance
 Direct cost
 Regular maintenance cost
 labor cost
 equipment parts and components costs
 stock management cost
 training and technological updating cost
 9.5. MANAGEMENT OF
MAINTENANCE AND FINANCING
 Cost of maintenance
 Indirect cost
 loss of production and services
 alternation in quality of products and services
 delivery delays
 deterioration in work place and environment
 loss of good will and image
 depression in employees.