Unit-2

Breakdown maintenance:
What is it?

Breakdown maintenance is maintenance performed on a piece of equipment that has broken down, faulted, or
otherwise cannot be operated. The goal of breakdown-maintenance is to fix something that has malfunctioned. To
the contrary, preventive maintenance is performed in order to keep something running.

Sometimes it is performed because of an unplanned event. For example, if a critical piece of machinery breaks, the
maintenance is performed because of the imminent need for that machine to operate again. However, breakdown-
maintenance can be planned for in advance, which is what we might call “good” breakdown-maintenance.

There are two types of breakdown maintenance:

1. Planned maintenance

Planned maintenance means that the organization is prepared for a breakdown and even expects it to happen. The
equipment runs until it breaks, which initiates a run to failure (RTF) trigger. While RTF triggers can be unplanned,
breakdown-maintenance plans use RTF as a way of lowering the cost of maintenance.

This kind of plan needs to be rigorously documented and controlled. Employees should be clear on exactly which
parts will break down and which parts will be maintained normally via preventive maintenance. Without these
checks, a breakdown maintenance plan can be exploited or run awry.

2. Unplanned breakdown maintenance

Unplanned breakdown maintenance, on the other hand, occurs when a piece of equipment fails or breaks
unexpectedly—also called an unplanned downtime event. While some facilities may not utilize a planned
maintenance plan, nearly every facility needs resources in place for unplanned maintenance. After all, every piece of
equipment will break or fault at some point in its life.

Pros of breakdown maintenance:

Failed equipment can lead to disastrous consequences, but a clearly-documented maintenance plan can actually
have a few significant benefits for an organization.

• Minimizes maintenance cost by cutting out unnecessary preventive maintenance

• Lowers cost of replacing disposable items frequently (light bulbs, tools, fuses)

• Downtime for repairs is consolidated

• Low staffing needs

• Simple and easy to understand when maintenance is required

Cons of breakdown maintenance:

The downsides of breakdown-maintenance are especially important to weigh given the nature of the maintenance
plan. For example, breakdown-maintenance should never be used with safety equipment because a single lapse can
cost one or multiple employees their health or their lives.

• Form of waste in a manufacturing environment

• Safety issues can occur with unplanned failures

• Can be costly depending on parts that fail

• Requires careful planning and execution

• Can be difficult to pinpoint source of issues

Planned maintenance:
What Is Planned Maintenance?

Planned maintenance is the process of detailing what materials, tools, tasks, and services are required to solve a
problem. The purpose of planned maintenance is to determine what work needs to be completed and how it needs
to be done.

Planned maintenance starts with a problem and identifies the materials, tools, and tasks necessary to work on the
problem. The planning process involves inspections, part ordering, process descriptions, and work prioritization.
These responsibilities fall on the maintenance planner’s shoulders. The planned maintenance program for a facility
may include scheduling, but sometimes scheduling occurs separately via a maintenance scheduler.

Planned Maintenance Workflow

The workflow for planned maintenance involves several steps as illustrated below.

1. Identify the Problem and Create a Work Order

Planned maintenance begins with outlining the scope of the work to be completed. This is often done in response to
a work order, though it may also be based on a repeating schedule. In either instance, exact information is
necessary. The operator or supervisor who detects the issue needs to get the right information to the maintenance
planner. This information includes details about the problem, the asset in question, and any additional problems that
may be related to it.

2. Inspect the Asset and Premises Where Work Will Be Performed

After collecting all the necessary information and pinpointing the exact problem, the maintenance planner outlines
the details of the work to be performed. This includes the scope of the work, what tools will be required, and
whether replacement parts or specific materials are needed. In addition, it’s vital to inspect the worksite—
temporary equipment, materials, and scaffolding may be in the way, which could affect how work is conducted.

3. Order the Necessary Parts and Prescribe a Process to Complete the Work

It's also important to detail the procedures needed to complete the work successfully. Items such as shutdown
procedures, access requirements, and safety precautions are all vital to the completion of a maintenance task, and
it’s important to outline those considerations during the planning phase.

4. Add a Priority Level to the Work Order

Once the work is outlined, it needs to be prioritized, and any necessary materials should be ordered. The
maintenance planner should handle these tasks to make sure the work is ready to go once it’s scheduled.

The priority levels assigned may be as simple as low, medium, or high:

• Low – Tasks that aren’t time-sensitive or that don’t involve critical equipment.

• Medium – Time-sensitive preventive maintenance tasks performed on critical equipment.

• High – Emergency and urgent tasks.

When assigning priority to maintenance tasks, planners should consider equipment criticality, the risks those tasks
treat, and the resources currently available.

Tip: Many facilities use a scale from 1 to 5 when prioritizing tasks. High criticality assets and high impact tasks are
given priority over less critical work.

5. Schedule and Complete Planned Maintenance

When the planning process is complete, the scheduling phase begins. The maintenance planner may handle
scheduling, or a separate scheduler may take over. Scheduling maintenance is a separate process from maintenance
planning, but the two rely heavily on one another to make sure preventive maintenance is completed successfully.

Major Benefits of Planned Maintenance:

Planned maintenance offers various benefits to companies on top of reducing unplanned downtime. These benefits
include:

1. Reduced Maintenance Costs

Planned maintenance creates an incredible opportunity to reduce maintenance costs. By outlining a preventive
maintenance plan, small problems and easy repairs can be caught before they turn into big failures and costly
repairs.

2. Extended Asset Life

Frequently servicing assets increases their life cycle. Maintaining equipment and keeping it operating in good
condition will extend its operational time, so it won’t need to be replaced as often.

3. Increased Workplace Safety

Preventing equipment failure is in everyone’s best interests. Not only do you reap the cost savings discussed above,
but also operators and other workers in close proximity to your equipment are safer with minimized risk of disaster.

4. Improved Workplace Culture

Planned maintenance reduces not only equipment downtime but also employee downtime. Planning out preventive
maintenance tasks, and relieving the stress of unexpected equipment failures will keep employees active,
collaborating, and overall happier.

5. Planned Maintenance Decreases Downtime

Left unattended, any asset will eventually fail. Faults, failures, and breakdowns interrupt entire production
processes, and that could result in hours, if not days, of unplanned downtime. That downtime is expensive,
especially considering how labour and operations costs continue to mount, while productivity is at a standstill.

Planned maintenance allows minor issues to be resolved before they develop into major breakdowns. The process of
gathering data and prioritizing maintenance tasks makes sure the most pressing issues are handled first, thereby
preventing key assets from deteriorating further. The planning process also ensures all requisite materials and tools
are available. As a result, planned downtime is kept to a minimum, as work is carried out on time.

Preventive maintenance:

What Is Preventive Maintenance?

Preventive maintenance (PM) is a type of proactive maintenance that includes adjustments, cleaning, lubrication,
repairs, and parts replacements. PM aims to keep assets in good order and reduces unscheduled shutdowns and
sudden major repairs.

Types of Preventive Maintenance

Preventive maintenance isn’t a blanket term. Here are some of the most common different types:

Time-based maintenance

It can be helpful to create a monthly or annual maintenance schedule that complies with manufacturer
recommendations for inspecting and cleaning equipment to keep you on track. Even outside of these
recommendations, you should keep in mind that the most essential equipment to your business should be checked
regularly to ensure the best possible operations.

Examples of calendar-based maintenance might include servicing your air conditioning a month or two out from
summer, replenishing salt for soft water systems, and cleaning vents to comply with health standards at least twice
per year.

When creating a time-based preventive maintenance plan, or deciding what to add to it, consider the major utilities,
equipment, tools, and technology that your business depends upon for success. These should be checked on a
regular basis to ensure that your business continues to thrive. The last thing you’ll want to do is close for several
days due to a problem that could’ve been prevented with a bit of planning.

To support time-based maintenance, it’s also a good idea to keep detailed notes about previous breakdowns and
problems with tools and equipment, so you’ll have a better idea of which systems and equipment might need a bit of
extra care.

Usage-based maintenance

If your business uses certain machinery or equipment every single day, it’s a good idea to track usage (i.e. equipment
monitors, operating hours, production cycles), especially if the equipment doesn’t automatically produce tickets or
notifications when a certain number of operating hours have been reached. This is referred to as usage-based
maintenance.

Whether it’s a vehicle oil change, or an essential piece of machinery that has reached X number of hours, staying on
top of proper care and maintenance will ensure long-lasting use of important equipment.
Benefits of Preventive Maintenance

Of course, one of the most obvious benefit of implementing preventive maintenance is that you’re more likely to
stay ahead of problems before they occur. That’s the whole point, right? But if you’re still not convinced, there are a
few specific advantages you may want to consider:

• Preventive maintenance will decrease business downtime and closures due to unexpected equipment
failures;

• Preventive maintenance will increase equipment life expectancy, so you’ll spend fewer dollars in the long
run;

• Preventive maintenance will ensure all equipment and employees work only during scheduled hours,
eliminating the need for paying overtime due to unexpected machinery breakdowns, etc.

• Preventive maintenance will significantly reduce safety risks for employees and customers, thereby
reducing the costly risk of lawsuits and workers’ comp.

• Preventive maintenance means less energy consumption for your assets and equipment due to high levels
of operational efficiency, which will reduce your utility bills.

These are only a few of the specific benefits that accompany regular preventive maintenance. Even if you own a
small retail shop or food stand and don’t work with heavy machinery or equipment, preventive maintenance as it
applies to your business will go a long way toward reducing costly accidents and damage.

Disadvantages of Preventive Maintenance

You might be wondering, how could there possibly be a downside to staying prepared? Nevertheless, there are a few
drawbacks to regular preventive maintenance that you may want to consider before going investing, including:

• Budget constraints and considerations, which may not be able to support all relevant preventive
maintenance procedures and inspections that ideally need implementation;

• Time-consuming scheduling and inspections, which may not be feasible given the volume of customers,
responsibilities, etc. on any given day;

• Staff time and resources, which may mean that certain employees work overtime, or are taken away from
their daily duties in order to focus on preventive maintenance practices;

• Overkill of preventive maintenance, which can lead to unnecessary money spent on precautions that aren’t
needed.

• Requires planning, especially if you’re just starting out with a brand-new preventive maintenance program
and there are no preexisting statistics and records to work with. Proper planning is crucial to implement an
effective preventive maintenance program, which will ultimately take time.

While all of these can wreak havoc on your business, you should be the leeriest of overspending on preventive
maintenance. Unnecessary spending can hurt, more than help, your business, so it’s important to know which
methods of preventive maintenance will be worth the associated costs.

Design Out Maintenance (DM)

If the maintenance cost or downtime cost of equipment is high, then the Design Out Maintenance strategy can often
be effective. This strategy differs from all the others in that it is a one-off activity, as opposed to a repetitive activity
designed to prevent failure. Design Out Maintenance aims to redesign those parts of the equipment which consume
high levels of maintenance effort or spares cost or which have unacceptably high failure rates.

The high maintenance costs may have been caused by a number of factors, including:

• Poor maintenance
 • Operation of equipment outside of its original design specification

• A poor initial design

The Design Out Maintenance strategy can only be implemented effectively if high maintenance cost items can be
identified and the reasons for the high cost understood. It is often the best strategy to take when breakdowns are
too frequent or repair is too costly.

Lubrication Maintenance Planning

Rotating machinery requires regular lubrication maintenance to operate at peak performance. Downtime due to
poor lubrication practices is a prescription for lost production and, worse, lost profits.

The Importance
A quality lubrication program is essential to ensure the reliability of operating equipment and to maintain its
performance. The equipment requiring lubrication may be compressors, pillow block bearings, gear boxes or process
pumps and motors. Each piece of equipment has specific lubrication requirements. These include:

• Lubricant viscosity

• Type of lubricant

• Recommended re-lubrication or lubricant sampling schedule

This may require an extensive inventory of lubricants and a detailed maintenance schedule. Along with the
equipment’s lubrication requirements, the equipment also has requirements for:

• Flushing

• Varnish removal

• Reservoir maintenance

• General system upkeep—such as circulating oil, grease and oil mist

Best-of-class facilities have implemented programs to optimize their lubrication process, which include a checklist of
all equipment and its lubrication requirements. They comprehensively train key maintenance personnel or outsource
these tasks to a company or companies that provide the needed services. Several companies are often used to
implement the different tasks—such as performing the lubrication sampling and analysis, flushing, oil remediation
and installation of centralized lubrication systems. Some companies perform all these tasks. Working with outside
vendors can be a fast track to getting the services performed and improving equipment reliability.

Monitoring Is the Key

Monitoring the overall lubrication process is essential to its performance and the end result. If a process is not
monitored, no one will know if it is a success or failure. Monitoring programs require detailed audits of the facility’s
lubrication practices and systems. These will show the areas that offer the greatest opportunity for improvement. As
the audits are performed and corrective action taken, the lubrication program becomes a reality, and the
improvement process is started. Monitoring services should begin with an on-site inspection of the facility’s
lubrication systems and practices. These should include testing the lubricants upon arrival, reviewing their storage
and handling on site, examining the distribution to the rotating equipment, lubrication sampling while in use and
consistent tracking of those samples. They should also examine contamination control to mitigate potential sources
of contamination—including air, water and particulate—and cross contamination, which can alter viscosities and
cause equipment damage.

Maintaining the System

As new lubrication practices are established, the facility’s maintenance plan should include regular on-site
inspections, and cleaning and lubrication purification should be developed and implemented. Working with an
outside support company provides a second set of eyes and ears and ensures that the lubrication system checklist
delivered through the monitoring phase is followed appropriately.

Total productive maintenance (TPM):

Total productive maintenance (TPM) is a strategy that operates according to the idea that everyone in a facility
should participate in maintenance, rather than just the maintenance team. This approach uses the skills of all
employees and seeks to incorporate maintenance into the everyday performance of a facility.

Under the total productive maintenance philosophy, everyone from top-level management to equipment operators
should participate in maintenance. But how? Each member of an organization can contributes in their own way.

TPM (Total Productive Maintenance) is a holistic approach to equipment maintenance that strives to achieve perfect
production:

• No Breakdowns

• No Small Stops or Slow Running

• No Defects

In addition, it values a safe working environment:

• No Accidents

TPM emphasizes proactive and preventative maintenance to maximize the operational efficiency of equipment. It
blurs the distinction between the roles of production and maintenance by placing a strong emphasis on empowering
operators to help maintain their equipment.

Steps in introduction of TPM in an organization:

Step A - PREPARATORY STAGE:

STEP 1 - Announcement by Management to all about TPM introduction in the organization: Proper understanding,
commitment and active involvement of the top management in needed for this step. Senior management should
have awareness programmes, after which announcement is made to all. Publish it in the house magazine and put it
in the notice board. Send a letter to all concerned individuals if required.

STEP 2 - Initial education and propaganda for TPM: Training is to be done based on the need. Some need intensive
training and some just an awareness. Take people who matters to places where TPM already successfully
implemented.

STEP 3 - Setting up TPM and departmental committees: TPM includes improvement, autonomous maintenance,
quality maintenance etc., as part of it. When committees are set up it should take care of all those needs.

STEP 4 - Establishing the TPM working system and target: Now each area is benchmarked and fix up a target for
achievement. 6

STEP 5 - A master plan for institutionalizing: Next step is implementation leading to institutionalizing wherein TPM
becomes an organizational culture. Achieving PM award is the proof of reaching a satisfactory level.

STEP B - INTRODUCTION STAGE:

This is a ceremony and we should invite all. Suppliers as they should know that we want quality supply from them.
Related companies and affiliated companies who can be our customers, sisters concern etc. Some may learn from us
and some can help us and customers will get the communication from us that we care for quality output.

Step C - IMPLEMENTATION
In these stage eight activities are carried which are called eight pillars in the development of TPM activity. Of these
four activities are for establishing the system for production efficiency, one for initial control system of new products
and equipment, one for improving the efficiency of administration and are for control of safety, sanitation as
working environment.

Step D - INSTITUTIONALISING STAGE:

By all their activities one would has reached maturity stage. Now is the time for applying for PM award. Also think of
challenging level to which you can take this movement.

TRADITIONAL TPM PILLARS:

The 5S Foundation

The goal of 5S is to create a work environment that is clean and well-organized. It consists of five elements:

• Sort: eliminate anything that is not truly needed in the work area

• Straighten: organize the remaining items

• Shine: clean and inspect the work area

• Standardize: create standards for performing the above three activities

• Sustain: ensure the standards are regularly applied

It should be reasonably intuitive how 5S creates a foundation for well-running equipment. For example, in a clean
and well-organized work environment, tools and parts are much easier to find, and it is much easier to spot
emerging issues such as fluid leaks, material spills, metal shavings from unexpected wear, hairline cracks in
mechanisms, etc.
Inspection of Safety Equipment’s:
Somebody inspects my safety equipment for me, right?

Yes and no. Workers must be able to recognize when there is a problem with their safety equipment. This requires
training in how to perform inspections of the safety equipment that they use on a regular basis. These so called “pre-
use” inspections may be required legislatively, or by a general duty requirement, at the following frequencies:

• After each use

• Daily or at the beginning of each work shift

• As recommended by the original equipment manufacturer

• When the equipment has been damaged or deployed

For the safety equipment used on a day-to-day basis workers must be trained to:

• Perform safety inspections that can identify problems

• Confirm that the safety equipment is compliant and has been maintained, calibrated, tested or re-certified
as required (through tags or electronic records, etc.).

• Remove defective equipment from service.

The safety equipment subject to these day-to-day inspections includes:

• Personal protective equipment (protective headwear, footwear, eyewear, etc.)

• Respiratory protective equipment

• Personal fall arrest systems (harnesses, lanyards, and associated components)

• Portable gas monitors

 • Hearing protection (ear muffs, plugs)

What about the safety equipment that I only rely on in an emergency?

Safety equipment that we might only use in an emergency includes:

• Safety showers and eyewash stations

• Fire extinguishers and firefighting equipment

• Emergency alarms (process, fire, evacuation) and lighting

• Emergency signage

• Self-contained breathing apparatus (SCBA)

• First aid and medical equipment

How do we make sure that safety equipment is inspected and ready to go?

The following steps will help to make sure that there is a robust system in-place that ensures that safety equipment
can be relied upon:

1. Establish a database with equipment numbers for all safety equipment

2. Review the OEM manuals, legislation and best practices and establish inspection and PM schedules

3. Determine what training is required for workers to be “qualified” for the inspections and PM activities they
are carrying out

4. Determine the outside resources required to support the inspection and PM process

5. Establish the tracking and verification system that workers will use (checklists, on-line records, certification
tags, inspection tags, etc.) to conduct and verify inspections

6. Establish an audit system to verify the effectiveness of the inspection system

Some safety equipment is seldom, if ever, used yet lives may hang in the balance if the equipment does not work. As
a result, our verification systems are critical to ensuring a safe workplace