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sources. 3. Reduces delays in waiting for men, material, tools after a job is in
pro gress. 4. Provides for systematic collection of materials prior to planned
jobs. 5. Provides procedures to implement and continue a PM program. 6. Provides
a communication link between maintenance and operations. 7. Provides a daily pl
an for front-line supervisors. 8. Allows hourly employees to be 100% work loaded
. 9. Helps field repairs coordinate work with shop and construction forces. 10.
Performance reporting allows upper management to judge maintenance progr ess. 11
. Reduces the time required for critical shutdowns or overhauls. 12. Reduces mai
ntenance costs. 13. Provides a tool for operations to assign priorities. 14. Red
uces emergency breakdowns. 4) Break Down Maintenance:
Breakdowns in industrial manufacturing systems can have significant impact on th
e profitability of a business. Expensive production equipment is idled, labor i
s no longer optimized, and the ratio of fixed costs to product output is negativ
e ly affected. Rapid repair of down equipment is critical to business success; t
he process of addressing equipment breakdowns after occurrence is known as Corre
ct ive Maintenance and exists in some form in all manufacturing companies. Howev
er, when equipment breakdowns occur the cost can go well beyond the period of re
pai r. Often process lines require significant run-time after startup to begin p
rodu cing quality product, and the manufactured goods in process at breakdown as
well as the goods manufactured for a period after breakdown may either be unusa
ble o r of less value. Because of the impact both during and beyond the immediat
e down time, businesses have sought to prevent equipment breakdown by a process
known a s Preventative Maintenance. With preventative maintenance equipment is r
outinely inspected and serviced in an effort to prevent breakdowns from occurrin
g. Such inspections are based on either calendar periods or equipment process ti
me, and generally include recorded data that can be compared over time to determ
ine if n egative shifts indicate an imminent equipment problem. Breakdown mainte
nance implies that repairs are m ade after the equipment is out of order and it
cannot perform its normal functio n any longer, e.g., an electric motor of a mac
hine tool will not start, a belt i s broken, etc. Under such conditions, product
ion department calls on the mainte nance department to rectify the defect. The m
aintenance department checks into t he fault and makes the necessary repairs. Af
ter removing the fault, maintenance engineers do not attend the equipment again
until another failure or breakdown occurs. Breakdown maintenance practice is eco
nomical for those (non-critical) equipments whose downtime and repair costs are
less this way than with any other type of maintenance. Breakdown type of mainten
ance involves little administrati ve work, few records and a comparative small s
taff. There is no planned interfer ence with production program. CEMENT KILN Cem
ent kilns are used for the pyroprocessing stage of manufacture of Portland an d
other types of hydraulic cement, in which calcium carbonate reacts with silica bearing minerals to form a mixture of calcium silicates. Over a billion tones o
f cement are made per year, and cement kilns are the heart of this production pr
ocess: their capacity usually define the capacity of the cement plant. As the m
a in energy-consuming and greenhouse-gasemitting stage of cement manufacture, imp
rovement of their efficiency has been the central concern of cement manufacturi
n gtechnology.
It must produce quality product to accept Quality Index (QI) OEE (%) = Availabili
ty Index (%) x Production Rate Index (%) x Quality Index (%) OEE measures the ef
fectiveness of an asset (equipment). Availability Index (AI): The indicator purp
ose is to measure the total time for which the equipme nt could potentially be o
perated. Net Availability Index (NAI) This also measures the actual utilization o
f the asset related to total calendar time. Gross Availability Index (GAI) NAI in
dicates the operational availability of equipment and it gives the scope for ana
lyzing the planned/unplanned stoppages due to internal causes. If NAI is 80%, av
ailability of equipment for operation is 80% and remaining 20% los s is due to p
lanned/unplanned stoppages due to internal causes. GAI indicates the overall uti
lization of equipment and it gives scope f or analyzing the planned & unplanned
stoppages due to internal and external caus es. If GAI is 60%, utility of equipm
ent is 60% and remaining 40% loss is due to planned/unplanned stoppages due to i
nternal and external causes. Net Availability Index (NAI) and Gross Availability
Index (GAI) Calendar time: = Operating Time + Idle Time + Other Downtime = 24 h
ours x # of days in the period i.e. total time in the period NET AVAILABILITY IN
DEX = {(Operating time + Idle time) / (Calendar time)} 100 GROSS AVAILABILITY IN
DEX = {(Operating time) / (Calendar time)} 100 [NAI > GAI for any equipment] DOW
N TIME ANALYSIS: What is Downtime? - The term downtime is referred to the period
when a system is unavailable. The efficiency of a production facility is linked
directly to the efficiency of the individual machinery that makes up the facili
ty. When machiner y falters, the facility falters; when machinery fails, the fac
ility fails. In a capital-intensive industry such as mining, where a typical Gre
enfield site costs over $450million, the cost of downtime is over $1million per
day. In high commo dity applications such as bottling plants, an hour downtime c
an cost the plant a days profitability. Many of these situations are commonly ex
perienced, and the vast majority of them are avoidable, with the appropriate mon
itoring and analysi s software. Citects Downtime Analysis module provides produce
rs with an intuiti ve tool for monitoring and improving plant utilization and ef
ficiency. By automa tically collecting, storing and analyzing events that lead t
o downtime, plant ma nagers and engineers can proactively and effectively improv
e plant ROA. TYPES OF DOWNTIME:
As shown in the diagram on previous page , there are many types of downtimes, ra
nging from complete production halt, to machinery that is operating below its s
p ecified level, to scheduled stoppages for routine maintenance. All of these co
ns titute Downtime to a manufacturer. All impact production and can be improved
in some manner, even if that means simply scheduling maintenance more efficientl
y. Automated Downtimes are gathered automatically from the control system. Manua
l D owntimes are entered when there are no electronic means of detecting the fai
lure . Aim of Downtime Analysis: The aim of a Downtime Analysis tool is to ident
ify problems and trends within a facility to minimize the impact of failures for
individual machinery, and hence maximize the efficiency of the overall facility
. How it Works: Rules, which are sometimes quite complex, are setup in the Downt
ime Server so th at it can monitor events in the control system. When a rule is
met, a Downtime i s triggered, and as much information as is electronically avai
lable about the Do wntime is logged to the Downtime database. A Downtime Notific
ation is sent to se lected users to pro-actively notify them of the event.
Production Rate Index (PRI) Is the actual production volume, in relation to the
theoretically achiev able production with BDP. Calculation The PRI formula can b
e used to calculate and aggregate over time (e.g. d ifferent BDPs), over differen
t clinker types (OR cement types) and over differe nt assets (kilns OR mills). P
roduction Rate index Kilns: It measures the actual production rate over a period
, compared to the BDP. Production Rate Index Example Production rate index (%) =
{ Production rate (t/day)} / { BDP (t/day)} = { 42000 (t) / 20 d} / {232 0 (t/day
) } =90.5% Information: The kiln was operating for 20 days, produced 42000 t, BDP
is 2320 t/day Quality Index (QI): Like any process the kiln may produce product
s of bad quality, but a ba d clinker will ot affect the kiln OEE, indeed all the c
linker produced, bad and good, will be used to make cement. Its just a matter of
proportion you will ad apt to make your cement. It is therefore considered that
the quality for the kiln will always be 100%. Mean Time between Failure (MTBF):
All break downs can be categorized into: Idle Down time. Other down time. Other
downtime can be categorized as Planned downtime (e.g. Maintenance, Major up grad
ations) Unplanned downtime (e.g. Equipment, Process failures). The planned stopp
ages, are categorised as Planned stoppage with maintenance Planned stoppages wit
hout maintenance ( Cement silo full , clinker stock management ) The unplanned s
toppages, are categorised as Unplanned stoppage due to internal reason. Unplanne
d stoppage due to external reason ( Power Failure ) Mean Time Between Failure =
Operating Time(hr) / Frequency Of Unplanned Stoppage Due To Internal Reason
BENCHMARKING STEPS: Benchmarking may be grouped into five steps: planning; analy
sis; integration; ac tion; and implementation and results. These steps are brief
ly described in Figur e below. The continuous improvement is carried out by ensu
ring that the desired results are attained. These results are based on the goals
set at the integratio n stage and can be repeatedly modified to improve perform
ance. CONCLUSION AND FUTURE WORK: A methodology to measure the effectiveness of
the current status of maintenance
management has been presented. Downtime analysis was carried out for CEMENT KILN
and RAW MILL at ACC Plant, Barmana. Monthly downtime analysis determined the mo
stly affected parts and the time required for their repair or replacement. The
d ata was collected to calculate the OEE (overall equipment efficiency) of the e
qu ipments used in raw mill and cement kiln. The OEE determines the effectivenes
s o f the asset or equipment, which thereby determines the timely attention requ
ired for its proper working. Auditing of maintenance for the months June, July,
Augu st, September resulted in respective failure and downtimes for the damaged
equip ments.This basic aim of the auditing for maintenance is to reduce the main
tenanc e cost, by the use of planned maintenance. To be able to achieve a level
of worl d-class maintenance effectiveness, benchmarking has been briefly stated.
This ap proach, if followed, guarantees to a degree that the followers of the m
aintenanc e practice of successful companies can themselves become leaders. Futu
re Work: Similar Downtime Analysis will be done in the coming semester for the m
onths: Ja nuary, February, March and April. Based on the the downtime analysis i
n the 2 se mesters .OEE will be calculated for the assets which will help in ide
ntifying th e potential areas of improvement .According to the modified maintena
nce schedule and the type of maintenance; preferably planned maintenance will be
assured for the particular equipment. Based on the audit results, the objective
should clea rly define the vision of the improved maintenance activity and the
impact it w ill have on the enterprise. REFERENCES [1] Garg, A. and Deshmukh, S.
G., Application and Case Studies Maintenance Manage ment: Literature Review and
Directions, Journal of Quality in Maintenance Engine ering, Vol. 12, No. 3, 2006
, pp. 205-238. [2] Sherwin, D., Review Overall Model for Maintenance Management,
Reliability En gineering and System Safety, Vol. 6, No. 4, 2000, pp. 138-164. [
3] O. Fernandez, A.W. Labib, R. Malmsey, D.J. Petty, A decision support mainte n
ance management system development and implementation, International Journal of
Quality and Reliability Management 20 (8) [4] M. Kans, On the identification and
utilization of relevant data for applying cost-effective maintenance, Thesis fo
r the degree of licentiate, Vaxjo Univer sity, School of Technology and Design, 20
05. [5] L. Swanson, Computerized maintenance management systems: a study of syst
ems design and use, Production and Inventory Management Journal 38 (2) (1997) 111
6. [6] P. Johnson, Towards a holistic understanding of disruptions in operations
ma nagement, Journal of Operations Management 18 (2000) 701718. 7)Boznos, D. (19
98), The use of CMMSs to support team-based maintenance, MPhil thesis, Cranfield U
niversity. [8] J. Dedrick, V. Gurbaxani, K.L. Kraemer, Information technology an
d economic performance: A critical review of the empirical evidence, ACM Computi
ng Surveys 3 (1) (2003) 129. [9] Hartman, E.H., Maintenance productivity: why it i
s so low and how to improv e it, in Hartman, E.H. (Ed.), Maintenance Management,
Institute of Industrial E ngineers, Norcross, GA, 1987. [10] Wierman, T., Worldclass Maintenance, Industrial Press, Inc., New York, NY, 1990. [11] Madu, C.N. (
2000), Competing through maintenance strategies, Internationa l Journal of Quality
& Reliability Management, Vol. 17 No. 9, pp. 937-49.
In this section we discuss the main maintenance management areas that have a gre
at impact on maintenance productivity. Organization: A well-designed maintenanc
e department organization is essential to a productive maintenance activity. The
organization chart should be current and complete and should take into consider
ation the following important issues.
1) Appropriate ratio of supervisors to workers; 2) Proper number of planners; 3)
Necessary support functions; 4) Quick maintenance response. Training and motiva
tion. Training is essential to good quality maintenance work. A positive climate
and necessary support (planning, materials, adequate supervi sion) are necessar
y ingredients for employee motivation and, hence, good perform ance. Planner tra
ining. Planning is a key function in a maintenance department. A plan ner should
be well trained to carry out the following functions: 1) Determining job conten
t and duration; 2) Determining work plans using appropriate methods; 3) Determin
ing the number and skill of the workers required for the job; 4) Determining spa
re parts, tools and materials required; 5) Planning and scheduling works orders;
6) Estimating costs. Maintenance control. A thorough maintenance control system
is very important for the identification and control of delays. Such a system i
ncludes: l information on work order status and estimated time versus actual tim
e; 1) Maintenance productivity reports; 2) Charts and graphs showing backlog, ov
ertime, emergency work. This kind of inf ormation allows better labour and cost
control through corrective action based o n facts and the identification of pote
ntial improvement areas. Supervision. Better maintenance productivity and improv
ed quality maintenance wo rk can be achieved through effective supervision. A ma
intenance supervisor shoul d have a planner who relieves him from the planning/s
cheduling function so that he can concentrate on better maintenance management a
nd more supervision of crew s at job sites. The span of supervision must be opti
mal or near optimal. Maintenance operations Work measurement. Planning is an imp
ortant aspect of good maintenance practice. Time standards must be developed so
that proper planning can be carried out. Maintenance scheduling. A maintenance-s
cheduling function combined with the plan ner function deals with day-to-day sch
eduling of works orders. Besides issuing d aily schedules, this function determi
nes the priority of works orders follows up on their progress and keeps track of
backlogs. Appropriate ratio of supervisors to workers; proper number of planner
s necessary support functions; quick mainte nance response. The works order syst
em :A well-designed works order form and procedures are a mu st for maintenance
management. This system provides clear communication between all parties involve
d in a maintenance job request (requester, planner, superviso r, craftsman, and
support unction). It also ensures good documentation of mainte nance work for an
alysis and appropriate action. Materials and tool control :. The maintenance act
ivity requires that tools and p arts are available so that unnecessary delays ar
e avoided. A computerized invent ory control system must be installed and optima
l order quantities must be establ ished. Appropriate interface and co- ordinatio
n procedure between maintenance an d warehouse must be developed.
It must be productive to its capacity Production Rate Index (PRI) It must produce
quality product to accept Quality Index (QI) OEE (%) = Availability Index (%) x
Production Rate Index (%) x Quality Index (%) OEE measures the effectiveness of
an asset (equipment). Availability Index (AI): The indicator purpose is to measu
re the total time for which the equipme nt could potentially be operated. Net Ava
ilability Index (NAI) This also measures the actual utilization of the asset rel
ated to total calendar time. Gross Availability Index (GAI) NAI indicates the ope
rational availability of equipment and it gives the scope for analyzing the plan
ned/unplanned stoppages due to internal causes. If NAI is 80%, availability of e
quipment for operation is 80% and remaining 20% los s is due to planned/unplanne
d stoppages due to internal causes. GAI indicates the overall utilization of equ
ipment and it gives scope f or analyzing the planned & unplanned stoppages due t
o internal and external caus es. If GAI is 60%, utility of equipment is 60% and
remaining 40% loss is due to planned/unplanned stoppages due to internal and ext
ernal causes. Net Availability Index (NAI) and Gross Availability Index (GAI) Ca
lendar time: = Operating Time + Idle Time + Other Downtime = 24 hours x # of day
s in the period i.e. total time in the period NET AVAILABILITY INDEX = {(Operati
ng time + Idle time) / (Calendar time)} 100 GROSS AVAILABILITY INDEX = {(Operati
ng time) / (Calendar time)} 100 [NAI > GAI for any equipment] DOWN TIME ANALYSIS
: What is Downtime? - The term downtime is referred to the period when a system
is unavailable. The efficiency of a production facility is linked directly to th
e efficiency of the individual machinery that makes up the facility. When machin
er y falters, the facility falters; when machinery fails, the facility fails. In
a capital-intensive industry such as mining, where a typical Greenfield site co
sts over $450million, the cost of downtime is over $1million per day. In high co
mmo dity applications such as bottling plants, an hour downtime can cost the pla
nt a days profitability. Many of these situations are commonly experienced, and
the vast majority of them are avoidable, with the appropriate monitoring and ana
lysi s software. Citects Downtime Analysis module provides producers with an intu
iti ve tool for monitoring and improving plant utilization and efficiency. By au
toma tically collecting, storing and analyzing events that lead to downtime, pla
nt ma nagers and engineers can proactively and effectively improve plant ROA. TY
PES OF DOWNTIME:
As shown in the diagram on previous page , there are many types of downtimes, ra
nging from complete production halt, to machinery that is operating below its s
p ecified level, to scheduled stoppages for routine maintenance. All of these co
ns titute Downtime to a manufacturer. All impact production and can be improved
in some manner, even if that means simply scheduling maintenance more efficientl
y. Automated Downtimes are gathered automatically from the control system. Manua
l D owntimes are entered when there are no electronic means of detecting the fai
lure . Aim of Downtime Analysis: The aim of a Downtime Analysis tool is to ident
ify problems and trends within a facility to minimize the impact of failures for
individual machinery, and hence maximize the efficiency of the overall facility
. How it Works: Rules, which are sometimes quite complex, are setup in the Downt
ime Server so th at it can monitor events in the control system. When a rule is
met, a Downtime i s triggered, and as much information as is electronically avai
lable about the Do wntime is logged to the Downtime database. A Downtime Notific
ation is sent to se
lected users to pro-actively notify them of the event. Distribution of total cal
endar hours: . 1) Planned and Unplanned stoppages due to internal causes (other
downtime). 2) Equipment Operating Time. 3) Planned and Unplanned stoppages due t
o external cause (Idle time). Criterion for registering time: 1) Operating Time:
Requires that the asset is operating and it is fed. 2) Other Downtime: Equipmen
t is not operating and is not in a condition for imme diate start up with feed.
3) Idle Time: Equipment not operating and in a condition for immediate start up
with feed. The main criteria whether a stoppage generates idle or other downtime
ar e the immediate starting availability (without any further maintenance) of r
elev ant asset. No idle time can occur during the shutdown/stoppage for maintena
nce reas on. Critical examples Kiln is stopped due to plant CPP power failure. Ot
her downtime Management decision to stop the Kiln to optimize the cost (no maint
enanc e) Idle time Kiln is stopped for upgrade of ESP to Bag house Other Downtime
Raw mill is down due to kiln shutdowns, and no maintenance on raw mill i s doneId
le time for Raw mill Lack of raw meal for KilnDowntime for Kiln due to process/ p
roduction failure Natural disasters with impact on the condition of equipment (e
.g. floodi ng of the engine room) Other downtime Non-availability of spares (main
tenance materials) Other downtime Heat-up time and cooling time of Kiln (started
after and stopped for shu tdown reason respectively) Part of other downtime for whi
ch the stoppage is t aken. Net OEE: The indicator corresponds to the potential p
erformance of a kiln taking into account net Availability Index, Production Rate
Index and Quality Index. Net OEE (%) = Net Availability Index (%) x Production
Rate Index (%) x Quality Index (%) Aggregated Net OEE The aggregated values on p
lant and sub-segment (Group Reporting Unit) levels ar e calculated by applying t
he same rule as for a kiln.The Net Availabi lity Index is replaced by the Aggreg
ated Net Availability Index and the Prod uction Rate Index is replaced by the Ag
gregated Production Rate Index. Aggregated Net OEE Aggregated Aggregated Aggrega
ted [%] = Availability * Productio n rate * Quality index Index [%] in dex [%] [
%] Gross OEE The indicator corresponds to the potential performance of a kiln ta
king into acc ount Gross Availability Index, Production Rate Index and Quality I
ndex. Gross OEE (%) = Gross Availability Index (%) x Production Rate Index (%) x
Qua lity Index (%) Aggregated Net Availability Index Aggregation of NAI calcula
ted by weighing the NAIs of the kilns by the c orresponding BDPs
Production Rate Index (PRI) Is the actual production volume, in relation to the
theoretically achiev able production with BDP. Calculation The PRI formula can b
e used to calculate and aggregate over time (e.g. d ifferent BDPs), over differen
t clinker types (OR cement types) and over differe nt assets (kilns OR mills). P
roduction Rate index Kilns: It measures the actual production rate over a period
, compared to the BDP. Production Rate Index Example Production rate index (%) =
{ Production rate (t/day)} / { BDP (t/day)} = { 42000 (t) / 20 d} / {232 0 (t/day
) } =90.5% Information: The kiln was operating for 20 days, produced 42000 t, BDP
is 2320 t/day Quality Index (QI): Like any process the kiln may produce product
s of bad quality, but a ba d clinker will ot affect the kiln OEE, indeed all the c
linker produced, bad and good, will be used to make cement. Its just a matter of
proportion you will ad apt to make your cement. It is therefore considered that
the quality for the kiln will always be 100%. Mean Time between Failure (MTBF):
All break downs can be categorized into: Idle Down time. Other down time. Other
downtime can be categorized as Planned downtime (e.g. Maintenance, Major up grad
ations) Unplanned downtime (e.g. Equipment, Process failures). The planned stopp
ages, are categorised as Planned stoppage with maintenance Planned stoppages wit
hout maintenance ( Cement silo full , clinker stock management ) The unplanned s
toppages, are categorised as Unplanned stoppage due to internal reason. Unplanne
d stoppage due to external reason ( Power Failure ) Mean Time Between Failure =
Operating Time(hr) / Frequency Of Unplanned Stoppage Due To Internal Reason
BENCHMARKING STEPS: Benchmarking may be grouped into five steps: planning; analy
sis; integration; ac tion; and implementation and results. These steps are brief
ly described in Figur e below. The continuous improvement is carried out by ensu
ring that the desired results are attained. These results are based on the goals
set at the integratio n stage and can be repeatedly modified to improve perform
ance. CONCLUSION AND FUTURE WORK: