1) What are the objectives of Maintenance Management? Discuss the Various types of maintenance strategies.

Ans MAINTENANCE Today, in modern industry, equipment and machinery are a very important part of the total productive effort than was the case years ago. Moreover, with the development of special purpose and sophisticated machines, equipment and machinery cost a lot more money and therefore their idle or downtime becomes much more expensive. For this reason, it is vitally important that the plant machinery should be properly maintained. OBJECTIVES OF PLANT MAINTENANCE (i) The objective of plant maintenance is to achieve minimum breakdown and to keep the plant in good working condition at the lowest possible cost. (ii) Machines and other facilities should be kept in such a condition which permits them to be used at their optimum (profit making) capacity without any interruption or hindrance. (iii) Maintenance division of the factory ensures the availability of the machines, buildings and services required by other sections of the factory for the performance of their functions at optimum return on investment whether this investment be in material, machinery or personnel. (i) The objective of plant maintenance varies with the type of plant and its production. (ii) Equipment breakdown leads to an inevitable loss of production. If a piece of equipment goes out of order in a flow production factory, the whole line will soon come to a halt. Other production lines may also stop unless the initial fault is cleared. This results in an immediate loss in productivity and a diminution of several thousand rupees per hour of output. (iii) An unproperly maintained or neglected plant will sooner or later require expensive and frequent repairs, because with the passage of time all machines or other facilities (such as transportation facilities), buildings, etc., wear out and need to be maintained to function properly. (iv) plant maintenance plays a prominent role in production management because plant breakdown creates problems such as Loss in production time. Rescheduling of production. Spoilt materials (because sudden stoppage of process damages in-process materials). Failure to recover overheads (because of loss in production hours). Any industrial plant consists of different functional units. These units are divided into sections and each section may have number of machines. These machines are further sub-divided into sub-assemblies and finally into the lowest level, i.e. components. Maintenance is generated from component level. When a component is unable to perform its desired function, it is said to have failed. The loss of function could be contained at component level or have consequences at plant level, depending on the design of the plant, e.g. on the amount of interstage storage or redundancy. The loss of function could also have safety consequences. Many of the machine components are designed with a useful life greater than the longest plant production cycle. In most cases such short life components will have to be identified at the design stage and made easily maintainable at component level without affecting plant availability and safety. Other machine components will fail for reasons such as poor design, poor

maintenance or mal-operation and may be expensive to maintain. It may require replacement of a higher-level assembly. In addition, as the plant ages component and assembly failures may increase. To keep the plant operating at desired level of output and safety proper maintenance strategy is required. Various types of maintenance strategies. Maintenance may be classified into following categories: (a) Corrective or breakdown maintenance, (b) Scheduled maintenance, (c) Preventive maintenance, and (d) Predictive maintenance. CORRECTIVE OR BREAKDOWN MAINTENANCE Corrective or breakdown maintenance implies that repairs are made after the equipment is out of order and it cannot perform its normal function any longer, e.g., an electric motor will not start, a belt is broken, etc. Under such conditions, production department calls on the maintenance department to rectify the defect. The maintenance department checks into the difficulty and makes the necessary repairs. After removing the fault, maintenance engineers do not attend the equipment again until another failure or breakdown occurs. This type of maintenance may be quite justified in small factories which : (i) are indifferent to the benefits of scheduling ; (ii) do not feel a financial justification for scheduling techniques ; and (iii) get seldom (temporary or permanent) demand in excess of normal operating capacity. In many factories make-and-mend is the rule rather than the exception. Breakdown maintenance practice is economical for those (non-critical) equipments whose down-time and repair costs are less this way than with any other type of maintenance. Breakdown type of maintenance involves little administrative work, few records and a comparative small staff. There is no planned interference with production programmes. Typical Causes of Equipment Breakdown (i) Failure to replace worn out parts. (ii) Lack of lubrication. (iii) Neglected cooling system. (iv) Indifference towards minor faults. (v) External factors (such as too low or too high line voltage, wrong fuel, etc.) (vi) Indifference towards equipment vibrations, unusual sounds coming out of the rotating machinery, equipment getting too much heated up, etc. Disadvantages of Breakdown Maintenance (i) Breakdowns generally occur at inopportunate times. This leads to poor, hurried maintenance and excessive delays in production. (ii) Reduction of output. (iii) Faster plant deterioration.

(iv) Increased chances of accidents and less safety to both workers and machines. (v) More spoilt material. (vi) Direct loss of profit. (vii) Breakdown maintenance practice cannot be employed for those plant items which are regulated by statutory provisions, for example cranes, lifts, hoists and pressure vessels. SCHEDULED MAINTENANCE Scheduled maintenance is a stich-in-time procedure aimed at avoiding breakdowns. Breakdowns can be dangerous to life and as far as possible should be minimized. Scheduled maintenance practice incorporates (in it), inspection, lubrication, repair and over haul of certain equipments which if neglected can result in breakdown. Inspection, lubrication, servicing, etc., of these equipments are included in the predetermined schedule. Scheduled maintenance practice is generally followed for overhauling of machines, cleaning of water and other tanks, white-washing of buildings, etc. .7 PREVENTIVE MAINTENANCE Introduction A system of scheduled, planned or preventive maintenance tries to minimize the problems of breakdown maintenance. It is a stitch-in-time procedure. It locates weak spots (such as bearing surfaces, parts under excessive vibrations, etc.) in all equipments, provides them regular inspection and minor repairs thereby reducing the danger of unanticipated breakdown. The underlying principle of preventive maintenance is that prevention is better than cure. Preventive Maintenance (or PM) Involves (a) Periodic inspection of equipment and machinery to uncover conditions that lead to production breakdown and harmful depreciation. (b) Upkeep of plant equipment to correct such conditions while they are still in a minor stage. Preventive maintenance is practised to some extent in about 75% of all manufacturing companies, but every preventive maintenance programme is tailored as per the requirements of each company. The key to all good preventive maintenance programmes, however, is inspection. Help can be taken of suitable statistical techniques in order to find how often to inspect.)

2. ) Discuss the major related issues of spare parts inventory management.

ANS. spare parts inventory management is to make available to maintenance, the right spare part, at the right place, at the right time, in the right quantity, at the right price, and at the lowest total cost to the

enterprise. Of these, the first four represent the service to the maintenance engineer and must be given first priority. The next part means paying the least for a purchased item by locating and negotiating with the suppliers for a reasonable price-provided the item meets the technical needs of maintenance. The last part of the aim minimizes the total cost, consisting of the cost of administering the system and procedures, the price paid for the parts and the cost of machine downtime incurred if the needed part was not available when required. TYPES OF SPARE PARTS The three basic types of spares parts are: (a) PM spares: Those replaced during preventive or opportunity maintenance, (b) Repair Parts (Breakdown spares): those required to replace parts that fail during service, and (c) Overhaul (Shutdown) Parts: Those required during planned overhaul or shut down of the plant. The quantity and the time of requirement can not be predicted for the Repair parts. Only, the chance of their requirement can sometimes by predicted. Statistical methods are needed for their inventory control.

LIFE CYCLE OF SPARE PARTS Spare parts go through the following six stages in their life cycle: 1) Design and specifications (The right spare) 2) Determination of initial requirements (The right quantity) 3) Procurement (The right Price) 4) Storage and preservation (Minimum custodial and inventory carrying cost) 5) Issue and replenishment (Minimum downtime cost through inventory control) 6) Disposal of damaged, surplus and obsolete spares (Minimum damage and maximum disposal value) The details of each phase will be discussed below. Stage 1: Design and Specifications Stringent specifications, high quality of manufacture and careful operation/ maintenance of the machine reduce consumption and cost due to replacement of spares. Ideally, spare parts from the OEM (Original Equipment Manufacturer) should be used. spares have a huge range - each one having several specifications, which are not available to the user. Without actual fitting it is not possible to tell whether a part will fit or not. This is clearly not practicable as spares are stocked in advance of requirement. It will be worth paying for a certificate or warranty for the spare part from its supplier, at least for critical and expensive parts. Only large consumers such as railways, airlines, transport fleets, armed forces etc. can assess the life of parts by destructive or accelerated lifetesting or from the quality records of the manufacturer. Warranties cannot compensate for the loss due to short life of a part. They only

compensate for the cost of the part. Spurious, even reconditioned and defective parts or inferior quality parts are often sold at a lower price than that of the OEM. One should never buy from unauthorized dealers or unproved suppliers. Stage 2: Determination of Initial Requirements The machine supplier usually gives a Recommended List of Spares to the user. This list should be scrutinized for additions that are basically profit-oriented. The supplier should be asked to give consumption rate for various spares. The maintenance engineer can than better assess the spares to be stocked for a chosen initial period say, for one to two years based on his experience with similar items, number of machines installed, age of machines, operating conditions, engineering factors and the inventory control system in operation. Casual selection of spares at this stage will create a large inventory of nonmoving spares. In initial stages only a few will need replenishment. Spare parts planning begin with the selection of the machine. At this stage, weight must be given to the following: _Complete range of parts serviced by the manufacturer including those from his sub -suppliers to be available, along with illustrated catalogues for applicable models _Assurance of supply for the lifetime of the machine _Supply of manufacturing drawings as needed _Availability of observed/estimated consumption rates (not sales data) of spare parts _Technical data/specifications for assessing failure rate _Warranty for quality and for life of supplied spares _Guidance in identification, storage (for sensitive items) and preservation Using this information and his own experience, the maintenance engineer assesses the initial requirement for a period that will cover one lead-time or one review period (and safety stocks) for spares for all types of maintenance, insurance items and repair pool. (these matters will be explained later in this paper). This is a painstaking and time consuming task but it will reduce considerable difficulties later. Prices of spares are usually negotiated at the time of buying the machine but a list of prices for further procurement should be agreed upon at this stage itself. Stage 3: Procurement For highly specialized equipment or for that likely to go out of production, the user should assess their availability. There is not much room for competitive procurement of spares except at the time of buying the machine. Machines using standard replacement parts (such as ball/roller bearings and hardware) should be preferred. Non-standard parts are always expensive, and often difficult to get. The contract for supply of spare parts should take care of the points made earlier.

Stage 4: Receipt, storage and Preservation On receipt, the spare parts are checked for correctness of quantity and quality before storing them. The principles here is a place for everything in its place Spares are stocked machine -wise. Items common to more than one machine are stocked together. The location of each spare is marked on the bin card for the spare. These bin-cards are also the account cards, which indicate the receipt and issue (and stock balance) and particulars (part number etc) of the spare. Mentioning details of interchangeable or substitute spares is a great help in an emergency. Security of spares in custody is the responsibility of the storekeeper. Small and expensive spares can be easily pilfered. They are kept in a locker. Spares are issued only to authorized maintenance personnel who need them for their work. Physical stock of all items should be checked with ledger balance annually and differences reconciled. Errors are investigated to avoid recurrence. Different preservatives and methods are needed for different spares. Corrosion is the greatest enemy of all spares. Ball and roller bearings are easily damaged by dust/humidity and should be kept in original packing till needed. Heat sensitive electronic items like transistors should be kept in cool places. Rubber and textile items should not be exposed to direct sunlight or to come in contact with mineral oils. Rubber belts and tubing should not have twists or sharp bends when stored. The condition of all spares including the surplus or obsolete ones should be checked regularly such as at the time of annual stocktaking. Stage 5: Issue and Replenishment : The Reorder Level system of inventory control The replenishment of parts withdrawn from stock involves two basic questions, namely, How much to order? and When to order? The quantity (and especially) the time of replenishment has to be determined scientifically as they profoundly affect the cost effectiveness of inventory management. Figure 1 shows the stock position of a typical item being used up at a steady rate of 30 pieces per week. The value of an initial stock of, say 300 pieces, each costing Rs.10 will be Rs.3000 (point A). It will linearly fall to zero (point B) after 10 weeks. If the item can be ordered and received instantly, we may order it only at this point. Then the stock will rise to the original value of Rs.3000 (Point C), assuming that we ordered 300 pieces. This is called Order quantity or OQ, or just Q. It is expressed either in rupees or in numbers. The average inventory during this repeating cycle of steady consumption is obviously half the OQ i.e. 150 pieces or

Rs.1500.

The inventory carrying cost consists of borrowing (or the interest lost) on the capital tied up in inventory and that of handling damage, aging, storage, preservation and obsolescence. These depend upon the nature of the part but can be approximated to an annual 20% of the cost of the spare part i.e., Rs.300 per year. We can reduce this cost by ordering less-say only 150 numbers (Rs.1500) at a time. The stock graph will now be as shown by the lower line in Figure 7.2. The average inventory carrying cost per year will be Rs.750, but we will have to order twice as frequently as before. The ordering cost is for advertisement for supply, contacting and selecting the supplier, paper work and postage involved in correspondence, receiving, inspecting, and putting in bins. Local purchase from dealers stock may be less expensive. In the present case, if S is the cost of placing an order, say, Rs,100 per order, then we will spend Rs.100 on ordering 300 pieces once annually, or Rs.200 if we order 150 pieces twice annually. If the annual cost of carrying inventory I is 20%. It will be (Q) (I) /2 for an order size of Q. If the value of annual usage of the item is Rs. N, we will place N/Q order per year, and the annual ordering cost will be (S)(N/Q). The annual total cost is the sum of these two opposite costs will be [(Q)(I)/2+(S)(N/Q)]. It can be shown that this cost will be minimum when Q = . This minimum is called Economic Ordering Quantity (EOQ). In the above case, EOQ= =Rs.173/300 = 0.57 piece. Since fractional spares have no existence this will be rounded off to 1. Even with large values of Q, the EOQ is hardly more than 2 or 3, because the high cost items usually have very law consumption (failure) rate and the product (Unit Cost Annual consumption) will be small. That is why EOQ is meaningful only for the high usage (fast moving) spare parts, which are very few in range, and the monetary advantage of EOQ is insignificant. On the other hand, the risk of obsolescence and uncertainly of long-term availability outweighs the EOQ advantage. Finally, OQ powerfully affects safety stock and the risk of stock-out.

This consideration is far more important than the above. Safety Stock The second question in an inventory system is When to order? Spares have to be ordered ahead of the possible need as there is an internal lead-time of several weeks to months to process an indent, obtain quotations, select supplier and place the supply order after arranging for funds (in case of imports). There is also an external lead-time of several weeks to months, for the supplier to organise dispatches, transportation, customs clearance etc. the total lead-time (abbreviated as LT) must be allowed for while ordering any kind of replenishment. In Figures 3, a replenishment time of three weeks has been set off (Point D) backwards from the day when stock is expected to fall to Zero. On this day (D) the stock would have fallen to 30 i.e., the expected consumption during LT.A little safety stock, of say 5 pieces, to cater for any unexpected increase in this consumption after the order is placed, is added. The order should be initiated when the stock falls to 30+5=35(point E). This stock level is called the Re Order Level (ROL).

Notice that in a typical operation of this ROL System (Figure 3) the safety stock remains at full value, whereas the cycle stock i.e. the OQ, gets consumed and replenished resulting in an average inventory of half the OQ. Hence, it can be said that one unit of safety stock is twice as expensive to carry as one unit of cycle stock. Minimizing safety stock, subject to some acceptable risk of stock out during the LT, is much more important than the economic of order quantity. Studies have established that the consumption of repair parts during any period (such as LT) varies randomly and asymmetrically, following the Poisson probability distribution. From this, we can calculate Safety Stock (SS) as under: Note that the safety factor k increases rapidly with the demand for higher assurance so that for every additional item in SS we get relatively less and less additional assurance. At some point it may not be

worth spending so much on SS inventory. This is used in a decision matrix shown later in Figure 5. This matrix has to be approved by the top management as it reflects their policy of delivering different levels of service for investment in this non-moving inventory (safety stock). Incidentally, an assurance level of 90% does not mean that 90% of the quantity ordered will be delivered ex-stock. It means that 90% of the orders will arrive on time, on time, or that the risk of non-availability ex-stock was 10%.

ABC Analysis Paretos Law In 1948, the Chief Materials Manager of General Electric Co. in USA listed the annual consumption value of each and every material that the company used in decreasing order of magnitude. He noticed that the top 15 to 20 percent of the whole range of items contributed to almost 80% of the total cost contributed by all items. He designated them as A items (Figure 4). The next 30 to35% of the range of items contributed to 15 to 20% of the total cost (B items). Finally, the last 50%of the range of items contributed to barely 5 to 10% of the total cost (C items). ABC analysis suggests that we should control A items tightly, B items carefully and c items loosely i.e. concentrate on preventive and corrective action only for a few, worthwhile items. For spare parts we should give generous safely stock for C items (we can afford it), adequate for B items and minimum for A items in short, allot high, medium and low value of k, respectively. The Italian economist wilfredo Pareto, after whom it is named, first discovered this pattern eighty year ago. He had shown that that every natural phenomenon seems to concentrate in a few points or stages. Typical examples are city traffic on a few roads, failures concentrating in a few components of a machine;

most cost of spare parts contributed by only a few spares.

2) Define Reliability, Availability and Maintainability. Discuss the inter- relationship among these and also explain the significance of all these in maintenance management.

Reliability , Availability and Maintainability relationship Maintainability Maintainability is a design parameter intended to reduce repair time, as opposed to maintenance, which is the act of repairing or servicing an item or equipment. The history of maintainability can be traced back to 1901 when the U.S. Army Signal Corps contracted for the development of the Wright brothers airplane contained a clause that the aircraft should be simple to operate and maintain. In modern context, the real beginning of maintainability could be considered as the 1950s because of the following two events: Some of the terms and definitions associated with maintainability are as follows: _ Maintainability: The probability that a failed item/equipment will be restored to acceptable working condition. _ Maintainability engineering: An application of scientific knowledge and skills to develop equipment/item that is inherently able to be maintained as measured by

favorable maintenance characteristics as well as figures of merit. _ Maintainability model: A quantified representation of a test/process to perform an analysis of results that determine useful relationships between a group of maintainability parameters. _ Downtime: The total time in which the item/equipment is not in a satisfactory operable condition. _ Serviceability: The degree of ease/difficulty with which an item/equipment can be restored to its satisfactory operable state. _ Maintainability function: A plot of the probability of repair within a time given on they-axis, against maintenance time on the -axis and is useful to predict the probability that repair will be completed in a specified time. There are many factors responsible for the importance of maintainability. In particular, alarmingly high operating and support costs, due to failures and subsequent maintenance, are among the most pressing problems. These problems were even more apparent in the early days of the maintainability field. For example, in the 1950s, the U.S. Air Force performed a study and found that almost one-third of all Air Force personnel were occupied with maintenance, and the entire maintenance activity accounted for approximately one-third of all Air Force operating costs. The main objective of maintainability is to maximize equipment and facility availability. The other maintainability objectives include: reduce predicted maintenance time and costs by simplifying maintenance through design, determine labor-hours and other resources needed to perform the projected maintenance, and use maintainability data to determine item availability/unavailability Reliability is the probability that an engineering system will perform its intended function satisfactorily (from the viewpoint of the customer) for its intended life under specified environmental and operating conditions. Maintainability is the probability that maintenance of the system will retain the system in, or restore it to, a specified condition within a given time period. Availability is the probability that the system is operating satisfactorily at any time, and it depends on the reliability and the maintainability. Hence the study of probability theory is essential for understanding the reliability, maintainability, and availability of the system. See also Probability. Reliability is basically a design parameter and must be incorporated into the system at the design stage. It is an inherent characteristic of the system, just as is capacity, power rating, or performance. A great deal of emphasis is placed on quality of products and services, and reliability is a time-oriented quality characteristic. There is a relationship between quality or customer satisfaction and measures of system effectiveness, including reliability and maintainability. Customers are concerned with the performance of the product over time. To analyze and measure the reliability and maintainability characteristics of a system, there must be a mathematical model of the system that shows the functional relationships among all the components, the subsystems, and the overall system. The reliability of the

system is a function of the reliabilities of its components. A system reliability model consists of some combination of a reliability block diagram or a cause-consequence chart, a definition of all equipment failure and repair distributions, and a statement of spare and repair strategies. All reliability analyses and optimizations are made on these conceptual mathematical models of the system. Maintainability is a measure of the ease and rapidity with which a system or equipment can be restored to operational status following a failure. It is a characteristic of equipment design and installation, personnel availability in the required skill levels, adequacy of maintenance procedures and test equipment, and the physical environment under which maintenance is performed. Maintainability is expressed as the probability that an item will be retained in or restored to a specific condition within a given period of time, when the maintenance is performed in accordance with prescribed procedures and resources. Relationship Reliability is the probability that an engineering system will perform its intended function satisfactorily (from the viewpoint of the customer) for its intended life under specified environmental and operating conditions. Maintainability is the probability that maintenance of the system will retain the system in, or restore it to, a specified condition within a given time period. Availability is the probability that the system is operating satisfactorily at any time, and it depends on the reliability and the maintainability. Hence the study of probability theory is essential for understanding the reliability, maintainability, and availability of the system. See also Probability. Reliability is basically a design parameter and must be incorporated into the system at the design stage. It is an inherent characteristic of the system, just as is capacity, power rating, or performance. A great deal of emphasis is placed on quality of products and services, and reliability is a time-oriented quality characteristic. There is a relationship between quality or customer satisfaction and measures of system effectiveness, including reliability and maintainability. Customers are concerned with the performance of the product over time. To analyze and measure the reliability and maintainability characteristics of a system, there must be a mathematical model of the system that shows the functional relationships among all the components, the subsystems, and the overall system. The reliability of the system is a function of the reliabilities of its components. A system reliability model consists of some combination of a reliability block diagram or a cause-consequence chart, a definition of all equipment failure and repair distributions, and a statement of spare and repair strategies. All reliability analyses and optimizations are made on these conceptual mathematical models of the system. Maintainability is a measure of the ease and rapidity with which a system or equipment can be restored to operational status following a failure. It is a characteristic of equipment design and installation, personnel availability in the required skill levels, adequacy of maintenance procedures and test equipment, and the physical environment under which maintenance is performed. Maintainability is expressed as the probability that an item

will be retained in or restored to a specific condition within a given period of time, when the maintenance is performed in accordance with prescribed procedures and resources.

2) Write short note on the following

i) Total Qualify management (TQM) ii) Total Productive Maintenance (TPM) iii) Condition Based Maintenance (CBM)

ANS 1) Total Quality Management is a management approach that originated in the 1950's and has steadily become more popular since the early 1980's. Total Quality is a description of the culture, attitude and organization of a company that strives to provide customers with products and services that satisfy their needs. The culture requires quality in all aspects of the company's operations, with processes being done right the first time and defects and waste eradicated from operations. Total Quality Management, TQM, is a method by which management and employees can become involved in the continuous improvement of the production of goods and services. It is a combination of quality and management tools aimed at increasing business and reducing losses due to wasteful practices. Some of the companies who have implemented TQM include Ford Motor Company, Phillips Semiconductor, SGL Carbon, Motorola and Toyota Motor Company. TQM Defined TQM is a management philosophy that seeks to integrate all organizational functions (marketing, finance, design, engineering, and production, customer service, etc.) to focus on meeting customer needs and organizational objectives. TQM views an organization as a collection of processes. It maintains that organizations must strive to continuously improve these processes by incorporating the knowledge and experiences of workers. The simple objective of TQM is "Do the right things, right the first time, every time". TQM is infinitely variable and adaptable. Although originally applied to manufacturing operations, and for a number of years only used in that area, TQM is now becoming recognized as a generic management tool, just as applicable in service and public sector organizations. There are a number of evolutionary strands, with different sectors creating their own versions from the common ancestor. TQM is the foundation for activities, which include: Commitment by senior management and all employees Meeting customer requirements Reducing development cycle times Just In Time/Demand Flow Manufacturing Improvement teams

 Reducing product and service costs Systems to facilitate improvement Line Management ownership Employee involvement and empowerment Recognition and celebration Challenging quantified goals and benchmarking Focus on processes / improvement plans Specific incorporation in strategic planning Reasons for the need 1. Create constancy of purpose for improving products and services. 2. Adopt the new philosophy. 3. Cease dependence on inspection to achieve quality. 4. End the practice of awarding business on price alone; instead, minimize total cost by working with a single supplier. 5. Improve constantly and forever every process for planning, production and service. 6. Institute training on the job. 7. Adopt and institute leadership. 8. Drive out fear. 9. Break down barriers between staff areas. 10. Eliminate slogans, exhortations and targets for the workforce. 11. Eliminate numerical quotas for the workforce and numerical goals for management. 12. Remove barriers that rob people of pride of workmanship, and eliminate the annual rating or merit system. 13. Institute a vigorous program of education and self-improvement for everyone. 14. Put everybody in the company to work accomplishing the transformation. Important aspects of TQM include customer-driven quality, top management leadership and commitment, continuous improvement, fast response, actions based on facts, employee participation, and a TQM culture. Customer-driven quality TQM has a customer-first orientation. The customer, not internal activities and constraints, comes first. Customer satisfaction is seen as the company's highest priority. The company believes it will only be successful if customers are satisfied. The TQM company is sensitive to customer requirements and responds rapidly to them. In the TQM context, `being sensitive to customer requirements' goes beyond defect and error reduction, and merely meeting specifications or reducing customer complaints. The concept of requirements is expanded to take in not only product and service attributes that meet basic requirements, but also those that enhance and differentiate them for competitive advantage. Each part of the company is involved in Total Quality, operating as a customer to some functions and as a supplier to others. The Engineering Department is a supplier to downstream functions such as Manufacturing and Field Service, and has to treat these internal customers with the same sensitivity and responsiveness as it would external customers.

TQM leadership from top management TQM is a way of life for a company. It has to be introduced and led by top management. This is a key point. Attempts to implement TQM often fail because top management doesn't lead and get committed instead it delegates and pays lip service. Commitment and personal involvement is required from top management in creating and deploying clear quality values and goals consistent with the objectives of the company, and in creating and deploying well defined systems, methods and performance measures for achieving those goals. These systems and methods guide all quality activities and encourage participation by all employees. The development and use of performance indicators is linked, directly or indirectly, to customer requirements and satisfaction, and to management and employee remuneration. Continuous improvement Continuous improvement of all operations and activities is at the heart of TQM. Once it is recognized that customer satisfaction can only be obtained by providing a high-quality product, continuous improvement of the quality of the product is seen as the only way to maintain a high level of customer satisfaction. As well as recognizing the link between product quality and customer satisfaction, TQM also recognizes that product quality is the result of process quality. As a result, there is a focus on continuous improvement of the company's processes. This will lead to an improvement in process quality. In turn this will lead to an improvement in product quality, and to an increase in customer satisfaction. Improvement cycles are encouraged for all the company's activities such as product development, use of EDM/PDM, and the way customer relationships are managed. This implies that all activities include measurement and monitoring of cycle time and responsiveness as a basis for seeking opportunities for improvement. Elimination of waste is a major component of the continuous improvement approach. There is also a strong emphasis on prevention rather than detection, and an emphasis on quality at the design stage. The customer-driven approach helps to prevent errors and achieve defect-free production. When problems do occur within the product development process, they are generally discovered and resolved before they can get to the next internal customer. Fast response To achieve customer satisfaction, the company has to respond rapidly to customer needs. This implies short product and service introduction cycles. These can be achieved with customer-driven and processoriented product development because the resulting simplicity and efficiency greatly reduce the time involved. Simplicity is gained through concurrent product and process development. Efficiencies are realized from the elimination of non-value-adding effort such as re-design. The result is a dramatic improvement in the elapsed time from product concept to first shipment. Actions based on facts The statistical analysis of engineering and manufacturing facts is an important part of TQM. Facts and analysis provide the basis for planning, review and performance tracking, improvement of operations, and comparison of performance with competitors. The TQM approach is based on the use of objective data, and

provides a rational rather than an emotional basis for decision making. The statistical approach to process management in both engineering and manufacturing recognizes that most problems are system-related, and are not caused by particular employees. In practice, data is collected and put in the hands of the people who are in the best position to analyze it and then take the appropriate action to reduce costs and prevent nonconformance. Usually these people are not managers but workers in the process. If the right information is not available, then the analysis, whether it be of shop floor data, or engineering test results, can't take place, errors can't be identified, and so errors can't be corrected. Employee participation A successful TQM environment requires a committed and well-trained work force that participates fully in quality improvement activities. Such participation is reinforced by reward and recognition systems which emphasize the achievement of quality objectives. On-going education and training of all employees supports the drive for quality. Employees are encouraged to take more responsibility, communicate more effectively, act creatively, and innovate. As people behave the way they are measured and remunerated, TQM links remuneration to customer satisfaction metrics. A TQM culture It's not easy to introduce TQM. An open, cooperative culture has to be created by management. Employees have to be made to feel that they are responsible for customer satisfaction. They are not going to feel this if they are excluded from the development of visions, strategies, and plans. It's important they participate in these activities. They are unlikely to behave in a responsible way if they see management behaving irresponsibly - saying one thing and doing the opposite. Product development in a TQM environment Product development in a TQM environment is very different to product development in a non-TQM environment. Without a TQM approach, product development is usually carried on in a conflictual atmosphere where each department acts independently. Short-term results drive behavior so scrap, changes, work-arounds, waste, and rework are normal practice. Management focuses on supervising individuals, and fire-fighting is necessary and rewarded. Product development in a TQM environment is customer-driven and focused on quality. Teams are process-oriented, and interact with their internal customers to deliver the required results. Management's focus is on controlling the overall process, and rewarding teamwork.

ANS 4. II) Total Productive Maintenance (TPM)

This is an innovative approach of maintenance developed by Japanese manufacturers for their plants and machinery. In this concept, the principles of all the above three methods are made use of. I. ultimate objective of TPM is to develop an operational system which is 'maintenance free'. In other words, maintenance prevention (MP) is achieved through a combination of preventive maintenance (PM) and predictive maintenance action (PMA). By this, maintainability improvement (MI) is achieved. In the traditional approach when machine fails, breakdown maintenance is carried out by replacing the defective items. In TPM, instead of waiting for a breakdown, a small group carries out preventive maintenance on a selective basis. This process is also called condition-based-maintenance. The predictive maintenance concept is used to predict the conditions of parts being selected for preventive maintenance. This process leads to maintenance prevention (MP) or ultimately, maintenance free service (MFS). OR techniques are used for predicting components or parts which are likely to breakdown. For this purpose proper machine trouble records are maintained and MTBF is analysed for all components/subsystems statistically so that breakdown maintenance is carried out by a dedicated small' group much before the actual breakdown of machines in the conventional sense. This small group activity is called Productive Maintenance (PRM). This group forms part of the production wing. TPM can be represented diagramatically as follows:

where PRM = productive maintenance; MP = maintenance prevention; PM = preventive maintenance; MI = maintainability improvement PMA = predictive maintenance action; and MFS = maintenance-free service.

ANS III) Condition-based maintenance (CBM)

To try to maintain the correct equipment at the right time, condition-based maintenance is introduced. CBM is based on using real-time data to prioritize and optimize maintenance resources. Observing the state of the system is known as condition

monitoring. Such a system will determine the equipment's health, and act only when maintenance is actually necessary. Development in recent years have allowed extensive instrumentation of equipment, and together with better tools for analyzing condition data, the maintenance personnel of today are more than ever able to decide what is the right time to perform maintenance on some piece of equipment. Ideally condition-based maintenance will allow the maintenance personnel to do only the right things, minimizing spare parts cost, system downtime and time spent on maintenance. However, there are some challenges. Challenges of CBM First and most important of all, starting to use CBM is costly. It will require improved instrumentation of your equipment. Often the cost of sufficient instrumentation can be quite large, especially on equipment that is already installed. It is therefore important to decide whether your equipment is sufficiently important to justify the investment. A result of this is that the first generation of CBM in the oil and gas industry has focused on vibration in heavy rotating equipment only. Secondly introducing CBM will invoke a major change in how maintenance is performed, and potentially to the whole maintenance organization in a company. Organizational changes are in general difficult. Also, the technical side of it is not always as simple as one would hope. Even if some types of equipment can easily be observed by measuring simple values as vibration (displacement or acceleration), temperature or pressure, it is not trivial to turn this measured data into actionable knowledge about health of the equipment. Value potential of CBM As systems get more costly, and instrumentation and information systems tend to become more cheap and reliable, CBM becomes an important tool for running a plant or factory in an optimal manner. More optimal operations will lead to lower production cost and lower use of resources. And lower use of resources may be one of the most important differentiators in a future where environmental issues become more important by the day. A more down to earth scenario where value can be created is by monitoring the health of your car motor. Rather than changing parts at predefined intervals, the car itself can tell you when something needs to be changed based on cheap and simple instrumentation. It is Department of Defense policy that condition-based maintenance (CBM) be

"implemented to improve maintenance agility and responsiveness, increase operational availability, and reduce life cycle total ownership.