MAINTENANCE ENGINEERING & MANAGEMENT

SYSTEM APPROACH TO MAINTENANCE :
OPERATING MANUAL

Operating manual is special preparation the user needs before
operation, such as:-
(i) Hand washing or device warm-up procedures.
(ii) Any warnings or safety instructions specifically related to

operation, placed immediately before the corresponding task or
instruction.
(iii) Results of incorrect operation.
(iv) Operating steps in logical order, with the expected results.
(v) Space for user-specific instructions.
(vi) Who to call if there is a problem.

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SYSTEM APPROACH TO MAINTENANCE :
OPERATING MANUAL

Basically the operating procedure is included in operating manual.
The operating procedure is providing information on equipment and
system operating procedures, including the following:-
(i) Startup procedures.
(ii) Equipment or system break-in.
(iii) Routine and normal operating instructions.
(iv) Regulation and control procedures.
(v) Instructions on stopping.
(vi) Shutdown and emergency instructions.
(vii) Summer and winter operating instructions.
(viii) Required sequences for electric or electronic systems.
(ix) Special operating instructions.

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SYSTEM APPROACH TO MAINTENANCE :
MAINTENANCE MANUAL

♣ Maintenance manual are detailed instruction for repairing

maintaining and overhauling of specified equipments.

♣ Some of the information about maintenance, upkeep,

dismantling, and commissioning are given in “instruction
manual” but maintenance manual gives more detail information,
with necessary drawing and blow up views, about minor
and major repair and overhauling of specified equipment
which are generally bought out item like pumps, compressors,
engines and switch gears etc.

♣ “Workshop manual” is the other name of the same item.
♣ Such manuals are normally supplied by the manufacturer of

thus equipments/components.

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SYSTEM APPROACH TO MAINTENANCE :
DEPARTMENT MANUAL

“Department manual” for maintenance department is a document
(generally separate for mechanical, electrical and civil
maintenances), the purpose of which is to delineate the
organization structure of that department in the plant and to define
the responsibilities and authorities of different sections of that
department and their executives up to the rank of area in charges
or section in charges.

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SYSTEM APPROACH TO MAINTENANCE :
DEPARTMENT MANUAL

It normally covers the following areas and documents:-

➢ Activities: Brief descriptions of different sections an area of that

department

➢ Organization structure
➢ Responsiblity and authorities of personnel of the department

upto section in-charge

➢ List of maintenance procedure
➢ List instructions generally for different captive shops and

services of the department.

➢ List of record to be maintained by the departments

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SYSTEM APPROACH TO MAINTENANCE :
MAINTENANCE

◼ Maintenance is the operation liaison in the maintenance
hierarchy

◼ The effective communication with operating personnel or user of
equipment very essential at all levels

◼ This will eliminate the confusion or delays to a considerable
extent

◼ The horizontal communication creates a feeling of personal
touch and ensures better cooperation

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SYSTEM APPROACH TO MAINTENANCE :
MAINTENANCE RECORDS AND DOCUMENTATION

Maintenance record are
❖ Information/data - Pertaining to an installation and subsequent

maintenance done
❖ Conditions/defect observe and rectified
❖ Various plans/schedules implemented
❖ Various plans/ schedules made for future implementation

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SYSTEM APPROACH TO MAINTENANCE :
MAINTENANCE RECORDS AND DOCUMENTATION

Types of maintenance record
1. Planned work and percentage of planned work
2. The ratio of planned to unplanned work
3. Production delays and downtimes
4. Ratio of preventive work to corrective work
5. Equipment failure pattern and repetitive breakdown
6. Permanent records - Instructions, operating, maintenance, job

manuals and important drawings/drawing lists.
7. Regularly update records - History cards, periodical schedules

and networks
8. Spare cards and trends in spare parts consumption
9. Maintenance requirement comparisons between individual

assets, types of assets and group of assets

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SYSTEM APPROACH TO MAINTENANCE :
MAINTENANCE RECORDS AND DOCUMENTATION

Important maintenance records reports
◼ Indicators of :

- Reliability of equipment
- Major assemblies of different manufactures
◼ Performance details of personnel by individual or by trade group
◼ Indicator on possible standardization policies
◼ Cost reports/information

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SYSTEM APPROACH TO MAINTENANCE :
MAINTENANCE RECORDS AND DOCUMENTATION

Documentation
Depends on the number of activities to be handled
◼ Rough guide line
➢ 0 - 5000 activities – card index
➢ 1000 - 15000 activities – sorter/printer (manual)
➢ 5000 - 60000 activities – sorter/printer (automatic)
➢ 100 000 upward – computer system

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SYSTEM APPROACH TO MAINTENANCE :
MAINTENANCE RECORDS AND DOCUMENTATION

Advantages of Good Recording Methods
1. Presents a clear and ready reference picture
2. Identifies jobs held over/not done/suspended, quickly and

reprogrammed
3. Photo copying or reprinting - Job cards/worksheets, do not

require additional writing or typing
4. Changes can be made in standard or previous formats

immediately
5. Reprinting as fresh schedule/worksheet - In computer system

recording
6. Changes in frequencies and other additions/deletions - Can be

done simply and quickly
7. Evaluation of performance and comparisons of time taken -

Can be done quickly and in various formats ( text, table, chart
and graph )

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Example : Maintenance costs per some unit of production output reports

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SYSTEM APPROACH TO MAINTENANCE :

OPERATING POLICIES OF EFFECTIVE MAINTENANCE

Maintenance policies may be grouped in four general categories:-
A. Policies with respect to work allocation
B. Policies with respect to work force
C. Policies with respect to interplant relations
D. Policies with respect to control

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SYSTEM APPROACH TO MAINTENANCE :

A. POLICIES WITH RESPECT TO WORK ALLOCATION

In any maintenance department where there are more than 10
workers and more than two or three crafts, some planning, by
supervisor or leadsperson, can result in improved efficiency.

There should be only as much planning as necessary for maximum
overall efficiency so long as the system costs less than the cost of
operating without it.

Some aspects to be considered in arriving at work-scheduling
procedure are:-
(i) Work unit
(ii) Size of jobs scheduled
(iii) Percent of total work load scheduled
(iv) Lead time for scheduling

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SYSTEM APPROACH TO MAINTENANCE :

B. POLICIES WITH RESPECT TO WORK FORCE

The primary factor in deciding whether to use an outside contractor
is cost. Is it cheaper to staff internally for the performance of:-
(i) The type of work involved
(ii) The amount of work involved
(iii) The expediency with which this work must be accomplished

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SYSTEM APPROACH TO MAINTENANCE :

C. POLICIES WITH RESPECT TO INTERPLANT RELATIONS

1. Participation by maintenance personnel in selection of

production equipment

2. Authority to shut down equipment for maintenance
3. Responsibility for safety
4. Instrumentation

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SYSTEM APPROACH TO MAINTENANCE :

D. POLICIES WITH RESPECT TO CONTROL

Communications
• Generally, all communications should be reduced to a minimum

consistent with effective operation.
• It is also accepted that information should flow upward only as

far as is necessary for effective action.
• Slower response frequently nullifies the value of higher-level

judgment that might result from a flow of the information upward
beyond this point.
• In addition, communication upward should be so handled that
each level passes on only that information which is of value to
the next level.

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SYSTEM APPROACH TO MAINTENANCE :

D. POLICIES WITH RESPECT TO CONTROL

Use of standard-practice sheets and manuals

◼ They are excellent devices for planning work, ordering materials,
improving estimating accuracy, and training crafts personnel.

◼ Justification of cost of preparation and their ultimate effectiveness
depend entirely on the particular problems of an individual plant.

◼ A plant having a large number of identical machines or of machines
having identical components which require a repetitive type of
repair can justify more detailed standard-practice sheets than a
plant with very little duplication of equipment or maintenance jobs.

◼ The need for standard-practice sheets also varies with the
complexity of the repair and with the degree of skill and the
experience of the men performing the work.

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MAINTENANCE 170
PLANNING AND
SCHEDULING

FAZIDA AKHTAR BINTI ABDULLAH

JJ616 MAINTENANCE MANAGEMENT
CHAPTER 4 : MAINTENANCE PLANNING AND SCHEDULING

COURSE LEARNING OUTCOME (CLO)

2. Apply the principles of maintenance strategies and
elaborate on the significance of a system approach
to maintenance.

3. Organize maintenance management plan and
schedule that integrates the whole management
processes and procedures by group in actual
workplace.

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INTRODUCTION

PLANNING.
◼ Is the process by which the elements required to

perform a task are determined in advance of the job
start.

SCHEDULING
◼ Is the process by which jobs are matched with

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

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MAINTENANCE PLANNING AND SCHEDULING

• An essential part of planning and scheduling is to

forecast future work and to balance the workload
between these categories.

• The maintenance management system should aim to

have over 90% of the maintenance work planned and
scheduled.

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MAINTENANCE PLANNING AND SCHEDULING

Effective planning and scheduling contribute significantly to
the following:

❖ Reduced maintenance cost.
❖ Improved utilization of the maintenance workforce by

reducing delays and interruptions. Consistent and efficient
operations minimizes delay and maximizes utilization and
availability of resources.
❖ Improved quality of maintenance work by adopting the
best methods and procedures and assigning the most
qualified workers for the job.
❖ Focus on Objectives. Allows for prioritization, and
direction which will increase incentive to achieve targets.

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MAINTENANCE PLANNING AND SCHEDULING

Maintenance Planning and Scheduling Objectives :

❑ Minimizing the idle time of maintenance workers.
❑ Maximizing the efficient use of work time, material,

and equipment.
❑ Maintaining the operating equipment at a responsive

level to the need of production in terms of delivery
schedule and quality.

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CLASSIFICATION OF MAINTENANCE WORK ACCORDING
TO PLANNING AND SCHEDULING PURPOSES

◼ Routine maintenance: are maintenance operations
of a periodic nature. They are planned and scheduled
and in advance.

◼ Emergency or breakdown maintenance: interrupt
maintenance schedules in order to be performed.
They are planned and scheduled as they happened.

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CLASSIFICATION OF MAINTENANCE WORK ACCORDING
TO PLANNING AND SCHEDULING PURPOSES

▪ Design modifications: are planned and scheduled

and they depend on eliminating the cause of
repeated breakdowns.

▪ Scheduled overhaul and shutdowns of the plant:

planned and scheduled in advanced.

▪ Overhaul, general repairs, and replacement:

planned and scheduled in advanced.

▪ Preventive maintenance: planned and scheduled in

advanced.

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PRIORITY OF MAINTENANCE WORKS

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MAINTENANCE 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.

Planning is the process by which the elements required
to perform a task are determined in advance of the job
start.

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MAINTENANCE 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.

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MAINTENANCE 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 crew 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.

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MAINTENANCE 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.

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BASIC LEVELS OF PLANNING PROCESS

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.

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LONG AND MEDIUM-RANGE PLANNING

Needs to utilize the following:

1. 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.

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LONG-RANGE PLANNING

sets plans for future activities and long-range
improvement.

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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.

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SHORT-RANGE PLANNING

It focuses on the determination of all the elements
required to perform maintenance tasks in advance.

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MAINTENANCE SCHEDULING

➢ Is the process by which jobs are matched with
resources and sequenced to be executed at a certain
points in time.

➢ 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.

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MAINTENANCE 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.

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Maintenance Schedule Can be Prepared at Three
Levels
1. Long-range (master) schedule
2. Weekly schedule
3. Daily schedule

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LONG-RANGE (MASTER) SCHEDULE

◼ Covering a period of 3 months to 1 year.
◼ Based on existing maintenance work orders (work

order, backlog, PM).
◼ 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.

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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.

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DAILY SCHEDULE

• Covering 1 day.
• Generated from weekly schedule.
• Prepared the day before.
• Priorities are used to schedule the jobs.

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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.

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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).

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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.

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SCHEDULING TECHNIQUES

Such techniques are:
◼ Modified Gantt chart
◼ CPM (Critical Path Method)
◼ PERT (Program Evaluation and Review Technique)
◼ Integer and stochastic programming.

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SCHEDULING TECHNIQUES

The Gantt Chart allows a manager to quickly determine
what events in a project are occurring at a specific point in
time.
The Gantt Chart is good for managing projects having
concurrent activities. Good for detecting unplanned project
growth, called scope creep by the text.

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