MAINTENANCE ENGINEERING AND MANAGEMENT FOR MALAYSIAN POLYTECHNIC

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Preface

MAINTENANCE ENGINEERING AND MANAGEMENT covers topic such as maintenance

organization, maintenance strategies system, system approach to maintenance, maintenance

planning and scheduling and computerized maintenance management system (CMMS). This

course also includes knowledge regarding maintenance of facilities and equipment activities in a

good working condition and develops good management knowledge.

Editor

Dr. Choong Chee Guan

Table of Contents

CHAPTER 1: MAINTENANCE ORGANIZATION

1.1 Introduction

1.2 Role of Maintenance Organization

1.2.1 Objectives and benefits

1.2.2 Classifications

1.2.3 Types of responsibilities/roles

1.3 Maintenance Costs

1.3.1 Sources

1.3.2 Types

1.3.3 Cost analysis methods

1.4 Exercises

1

Suhairi bin Ahmad (PTSS)

Mohd Zahri bin Jaafar (POLIMAS)

1.1 Introduction

Organizing is the process of arranging resources (people, materials, technology etc.) together to

achieve the organization’s strategies and goals. The way in which the various parts of an

organization are formally arranged is referred to as the organization structure. It is a system

involving the interaction of inputs and outputs. It is characterized by task assignments, workflow,

reporting relationships, and communication channels that link together the work of diverse

individuals and groups. Any structure must allocate tasks through a division of labor and

facilitate the coordination of the performance results.

Nevertheless, we have to admit that there is no one best structure that meets the needs of all

circumstances. Organization structures should be viewed as dynamic entities that continuously

evolve to respond to changes in technology, processes and environment, (Daft, 1989 and

Schermerhorn, 2007). Frederick W. Taylor introduced the concept of scientific management

(times study and division of labor), while Frank and Lilian Gilbreth founded the concept of

modern motion study techniques. The contributions of Taylor and the Gilbreths are considered as

the basis for modern organization management until the middle of the twentieth century

maintenance has been carried out in an unplanned reactive way and for a long time it has lagged

behind other areas of industrial management in the application of formal techniques and/or

information technology. With realization of the impact of poor maintenance on enterprises’

profitability, many managers are revising the organization of maintenance and have developed

new approaches that foster effective maintenance organization.

Maintenance

Organization

Learning Outcomes

Upon completion of this chapter, students should be able to:-

1. Determine the role of maintenance organization.

2. Understand types of maintenance cost.

Maintenance cost can be a significant factor in an organization’s profitability. In manufacturing,

maintenance cost could consume 2–10% of the company’s revenue and may reach up to 24% in

the transport industry (Chelson, Payne and Reavill, 2005). So, contemporary management

considers maintenance as an integral function in achieving productive operations and high-

quality products, while maintaining satisfactory equipment and machines reliability as demanded

by the era of automation, flexible manufacturing systems (FMS), “lean manufacturing”, and

“just-in-time” operations.

However, there is no universally accepted methodology for designing maintenance systems, i.e.,

no fully structured approach leading to an optimal maintenance system (i.e., organizational

structure with a defined hierarchy of authority and span of control; defined maintenance

procedures and policies, etc.). Identical product organizations, but different in technology

advancement and production size, may apply different maintenance systems and the different

systems may run successfully. So, maintenance systems are designed using experience and

judgment supported by a number of formal decision tools and techniques. Nevertheless, two vital

considerations should be considered: strategy that decides on which level within the plant to

perform maintenance, and hence outlining a structure that will support the maintenance; planning

that handles day-to-day decisions on what maintenance tasks to perform and providing the

resources to undertake these tasks. The maintenance organizing function can be viewed as one of

the basic and integral parts of the maintenance management function (MMF). The MMF consists

of planning, organizing, implementing and controlling maintenance activities. The management

organizes, provides resources (personnel, capital, assets, material and hardware, etc.) and leads to

performing tasks and accomplishing targets. Figure 1.1shows the role organizing plays in the

management process. Once the plans are created, the management’s task is to ensure that they

are carried out in an effective and efficient manner. Having a clear mission, strategy, and

objectives facilitated by a corporate culture, organizing starts the process of implementation by

clarifying job and working relations (chain of command, span of control, delegation of authority,

etc.).

In designing the maintenance organization there are important determinants that must be

considered. The determinants include the capacity of maintenance, centralization versus

decentralization and in-house maintenance versus outsourcing. A number of criteria can be used

to design the maintenance organization. The criteria include clear roles and responsibilities,

effective span of control, facilitation of good supervision and effective reporting, and

minimization of costs. Maintenance managers must have the capabilities to create a division of

labor for maintenance tasks to be performed and then coordinate results to achieve a common

purpose. Solving performance problems and capitalizing on opportunities could be attained

through selection of the right persons, with the appropriate capabilities, supported by continuous

training and good incentive schemes, in order to achieve organization success in terms of

performance effectiveness and efficiency.

It concerns in achieving an optimum balance between plant availability and maintenance

resource utilization. The two organization structures that are common are: Centralized and

Decentralized. A decentralized structure would probably experience a lower utilization than

centralized one but would be able to respond quickly to breakdowns and would achieve higher

plant availability. In practice, one may have a mix of these two. A maintenance organization can

be considered as being made up three necessary and interdependent components:-

(i) Resources: men, spares and tools.

(ii) Administration: a hierarchy of authority and responsibility for deciding what, when and

how work should be carried out.

(iii) Work Planning and Control System: a mechanism for planning and scheduling the

work and feeding back the information that is needed for correctly directing the

maintenance effort towards defined objective.

It may be mentioned that maintenance / production system is a continuously evolving organism

in which the maintenance organization will need continuous modifications in response to

changing requirements. Moreover, it is required to match the resources to workload.

Maintenance activities – be it preventive or condition monitoring, involve use of resources- men

and materials including documents. This requires coordination amongst the involved personnel

so that these are timely undertaken. Work planning and control system under maintenance

management in the plant ensures this and provides planning and control of activities associated

with maintenance. This means application of general management principles of planning,

organizing, directing and controlling to the maintenance functions, e.g. to the establishment of

procedures for development of maintenance strategy and to models for describing the flow of

work through maintenance work planning department. Control system controls the maintenance

cost and plant condition.

1.2 Role of Maintenance Organization

1.2.1 Objectives and benefits

A maintenance organization and its position in the plant/whole organization is heavily impacted

by the following elements or factors:-

(i) Type of business, e.g., whether it is high tech, labor intensive, production or service;

(ii) Objectives: may include profit maximization, increasing market share and other social

objectives;

(iii) Size and structure of the organization;

(iv) Culture of the organization; and

(v) Range of responsibility assigned to maintenance.

Figure 1.1: Maintenance organizing as a function of the management process

Organizations seek one or several of the following objectives: profit maximization, specific

quality level of service or products, minimizing costs, safe and clean environment, or human

resource development. It is clear that all of these objectives are heavily impacted by maintenance

and therefore the objectives of maintenance must be aligned with the objectives of the

organization. The principal responsibility of maintenance is to provide a service to enable an

organization to achieve its objectives. The specific responsibilities vary from one organization to

another; however they generally include the following according to Duffuaa et al. (1998).

(i) Keeping assets and equipment in good condition, well configured and safe to perform

their intended functions;

(ii) Perform all maintenance activities including preventive, predictive; corrective, overhauls,

design modification and emergency maintenance in an efficient and effective manner;

(iii) Conserve and control the use of spare parts and material;

(iv) Commission new plants and plant expansions; and

(v) Operate utilities and conserve energy.

The above responsibilities and objectives impact the organization structure for maintenance as

will be shown in the coming sections.

The maintenance organization’s structure is determined after planning the maintenance capacity.

The maintenance capacity is heavily influenced by the level of centralization or decentralization

adopted. In this section the main issues that must be addressed when forming the maintenance

organization’s structure are presented. The issues are: capacity planning, centralization versus

decentralization and in-house versus outsourcing.

1.2.1.1 Maintenance Capacity Planning

Maintenance capacity planning determines the required resources for maintenance including the

required crafts, administration, equipment, tools and space to execute the maintenance load

efficiently and meet the objectives of the maintenance department. Critical aspects of

maintenance capacity are the numbers and skills of craftsmen required to execute the

maintenance load. It is difficult to determine the exact number of various types of craftsmen,

since the maintenance load is uncertain. Therefore accurate forecasts for the future maintenance

work demand are essential for determining the maintenance capacity. In order to have better

utilization of manpower, organizations tend to reduce the number of available craftsmen below

their expected need. This is likely to result in a backlog of uncompleted maintenance work. This

backlog can also be cleared when the maintenance load is less than the capacity. Making long

run estimations is one of the areas in maintenance capacity planning that is both critical and not

well developed in practice. Techniques for maintenance forecasting and capacity planning are

presented in a separate chapter in this handbook.

1.2.1.2 Centralization versus Decentralization

The decision to organize maintenance in a centralized, decentralized or a hybrid form depends to

a greater extent on the organization is philosophy, maintenance load, size of the plant and skills

of craftsmen. The advantages of centralization are:-

(i) Provides more flexibility and improves utilization of resources such highly skilled crafts

and special equipment and therefore results in more efficiency;

(ii) Allows more efficient line supervision;

(iii) Allows more effective on the job training; and

(iv) Permits the purchasing of modern equipment.

However it has the following disadvantages:-

(i) Less utilization of crafts since more time is required for getting to and from jobs;

(ii) Supervision of crafts becomes more difficult and as such less maintenance control is

achieved;

(iii) Less specialization on complex hardware is achieved since different persons work on the

same hardware; and

(iv) More costs of transportation are incurred due to remoteness of some of the maintenance

work.

In a decentralized maintenance organization, departments are assigned to specific areas or units.

This tends to reduce the flexibility of the maintenance system as a whole. The range of skills

available becomes reduced and manpower utilization is usually less efficient than in a centralized

maintenance. In some cases a compromise solution that combines centralization and

decentralization is better.

This type of hybrid is called a cascade system. The cascade system organizes maintenance in

areas and whatever exceeds the capacity of each area is challenged to a centralized unit. In this

fashion the advantages of both systems may be reaped. For more on the advantages and

disadvantages of centralization and de-centralization see Duffuaa et al. (1998) and Niebel

(1994).

1.2.1.3 In-house versus Outsourcing

At this level management considers the sources for building the maintenance capacity. The main

sources or options available are in-house by direct hiring, outsourcing, or a combination of in-

house and outsourcing. The criteria for selecting sources for building and maintaining

maintenance capacity include strategic considerations, technological and economic factors. The

following are criteria that can be employed to select among sources for maintenance capacity:-

(i) Availability and dependability of the source on a long term basis;

(ii) Capability of the source to achieve the objectives set for maintenance by the organization

and its ability to carry out the maintenance tasks;

(iii) Short term and long term costs;

(iv) Organizational secrecy in some cases may be subjected to leakage;

(v) Long term impact on maintenance personnel expertise; and

(vi) Special agreement by manufacturer or regulatory bodies that set certain specifications for

maintenance and environmental emissions.

Examples of maintenance tasks which could be outsourced are:-

A. Work for which the skill of specialists is required on a routine basis and which is readily

available in the market on a competitive basis, e.g.:-

A1. Installation and periodic inspection and repair of automatic fire sprinkler systems;

A2. Inspection and repair of air conditioning systems;

A3. Inspection and repair of heating systems; and

A4. Inspection and repair of main frame computers etc.

B. When it is cheaper than recruiting your own staff and accessible at a short notice of time.

The issues and criteria presented in the above section may help organizations in designing or re-

designing their maintenance organization. To provide consistently the capabilities listed above

we have to consider three types of organizational designs:-

B1. Centralized maintenance.

The strengths of this structure are: allows economies of scale; enables in-depth skill

development; and enables departments (i.e., a maintenance department) to accomplish their

functional goals (not the overall organizational goals). This structure is best suited for small to

medium-size organizations. The weaknesses of this structure are: it has slow response time to

environmental changes; may cause delays in decision making and hence longer response time;

leads to poor horizontal coordination among departments and involves a restricted view of

organizational goals.

B2. Decentralized maintenance.

The strengths of this structure are that it allows the organization to achieve adaptability and

coordination in production units and efficiency in a centralized overhaul group and it facilitates

effective coordination both within and between maintenance and other departments. The

weaknesses of this structure are that it has potential for excessive administrative overheads and

may lead to conflict between departments.

B3. Matrix structure, a form of a hybrid structure.

The strengths of this matrix structure are: it allows the organization to achieve coordination

necessary to meet dual demands from the environment and flexible sharing of human resources.

The weaknesses of this structure are: it causes maintenance employees to experience dual

authority which can be frustrating and confusing; it is time consuming and requires frequent

meetings and conflict resolution sessions. To remedy the weaknesses of this structure a

management with good interpersonal skills and extensive training is required.

1.2.2 Classifications

The selection of a particular type of system will largely depend upon the main structure of an

industry. Maintenance organization can be of the following types:-

1.2.2.1 Decentralized

In large size plants located at different places, inter unit communication is difficult. In such cases

the decentralized type of organization is best suited, which means that the maintenance

organization works under the direct control of a chief engineer in-charge of production. Under

this type of organization, better coordination between production and maintenance groups is

possible because of a common head of organization. The advantages of such type of organization

are:-

(i) Speedy decisions due to better line of communication under single control.

(ii) Maintenance and production people understand each other’s problems better because of

their common goals.

(iii) Interchangeability of workforce, even at the managerial level, is also possible.

(iv) Better training at the workers’ level can be arranged.

1.2.2.2 Centralized

In a small factory where communication between the departments is freer, the centralized type of

maintenance organization is preferred, which is placed under a chief maintenance

engineer/manager. The total responsibility of the maintenance function for the entire factory lies

with the chief maintenance engineer. Under this type of organization, the responsibilities and

accountability of work must be properly specified for production as well as maintenance

personnel to successfully meet the project goals. If this is not taken care of, one department may

blame other for any shortfall.

1.2.2.3 Partially decentralized

The partially centralized organization, which is the modified form of a centralized type of

organization, is most suitable for projects that have units far away locations. Under this type of

maintenance organization, the maintenance personnel, attached to the production unit, carry out

work at unit level and look after day to day maintenance. All centralized work pertaining to

maintenance planning and documentation is done at the level of central maintenance workshop.

The above three types of maintenance organizations, however, are not strictly exclusive and

some adjustments can be made to suit the working environment and the need.

1.2.3 Types of responsibilities/roles

Unique though actual maintenance practice may be to a specific facility, a specific industry, and

a specific set of problems and traditions, it is still possible to group activities and responsibilities

into two general classifications: primary functions that demand daily work by the maintenance

function and secondary ones assigned to the function for reasons of expediency, know-how, or

precedent.

1.2.3.1 Primary Functions

(i) Maintenance of Existing Plant Equipment.

This activity represents the physical reason for the existence of the maintenance professional.

Responsibility here is simply to make necessary repairs to production machinery quickly and

economically and to anticipate these repairs and employ preventive maintenance where possible

to prevent them. For this, a staff of skilled engineers, planners, and technicians who are capable

of performing the work must be trained, motivated, and constantly retained to assure that

adequate skills are available to perform effective maintenance.

(ii) Maintenance of Existing Plant Buildings and Grounds.

The repairs to buildings and to the external property of any plant—roads, railroad tracks, in-plant

sewer systems, and water supply facilities—are among the duties generally assigned to the

maintenance engineering group. Additional aspects of buildings and grounds maintenance may

be included in this area of responsibility. Janitorial services may be separated and handled by

another section. A plant with an extensive office facility and a major building-maintenance

program may assign this coverage to a special team. In plants where many of the buildings are

dispersed, the care and maintenance of this large amount of land may warrant a special

organization.

Repairs and minor alterations to buildings—roofing, painting, glass replacement or the unique

craft skills required to service electrical or plumbing systems or the like are most logically the

purview of maintenance engineering personnel. Road repairs and the maintenance of tracks and

switches, fences, or outlying structures may also be so assigned. It is important to isolate cost

records for general cleanup from routine maintenance and repair so that management will have a

true picture of the true expense required to maintain the plant and its equipment.

(iii) Equipment Inspection and Lubrication.

Traditionally, all equipment inspections and lubrication has been assigned to the maintenance

organization or function. While inspections that require special tools or partial disassembly of

equipment must be retained within the maintenance function, the use of trained operators or

production personnel in this critical task will provide more effective use of plant personnel. The

same is true of lubrication. Because of their proximity to the production systems, operators are

ideally suited for routine lubrication tasks.

(iv) Utilities Generation and Distribution.

In any plant generating its own electricity and providing its own process steam, the powerhouse

assumes the functions of a small public utilities company and may justify an operating

department of its own. However, this activity logically falls within the realm of maintenance

engineering. It can be administered either as a separate function or as part of some other

function, depending on management requirements.

(v) Alterations and New Installations.

Three factors generally determine to what extent this area involves the maintenance department:

plant size, multi plant company size, company policy. In a small plant of a one-plant company,

this type of work may be handled by outside contractors. But its administration and that of the

maintenance force should be under the same management. In a small plant within a multi plant

company, the majority of new installations and major alterations may be performed by a

company-wide central engineering department. In a large plant a separate organization should

handle the major portion of this work.

Where installations and alterations are handled outside the maintenance engineering department,

the company must allow flexibility between corporate and plant engineering groups. It would be

self-defeating for all new work to be handled by an agency separated from maintenance policies

and management.

1.2.3.2 Secondary Functions

(i) Storekeeping

In most plants it is essential to differentiate between mechanical stores and general stores. The

administration of mechanical stores normally falls within the maintenance engineering group`s

area because of the close relationship of this activity with other maintenance operations.

(ii) Plant Protection

This category usually includes two distinct subgroups: guards or watchmen; fire control squads.

Incorporation of these functions with maintenance engineering is generally common practice.

The inclusion of the fire-control group is important since its members are almost always drawn

from the craft elements.

(iii) Waste Disposal

This function and that of yard maintenance are usually combined as specific assignments of the

maintenance department.

(iv) Salvage

If a large part of plant activity concerns off grade products, a special salvage unit should be set

up. But if salvage involves mechanical equipment, such as scrap lumber, paper, containers, and

so on, it should be assigned to maintenance.

(v) Insurance Administration

This category includes claims, process equipment and pressure-vessel inspection, liaison with

underwriters’ representatives, and the handling of insurance recommendations. These functions

are normally included with maintenance since it is here that most of the information will

originate.

(vi) Other Services

The maintenance engineering department often seems to be a catchall for many other odd

activities that no other single department can or wants to handle. But care must be taken not to

dilute the primary responsibilities of maintenance with these secondary services. Whatever

responsibilities are assigned to the maintenance engineering department, it is important that they

be clearly defined and that the limits of authority and responsibility be established and agreed

upon by all concerned.

1.3 Maintenance Costs

The cost of maintenance is defined as costs that include lost opportunities in uptime, rate, yield,

and quality due to non-operating or unsatisfactorily operating equipment in addition to costs

involved with equipment-related degradation of the safety of people, property, and the

environment. However, often maintenance cost is simply described as the labor and materials

expense needed to maintain equipment/items in satisfactory operational state.

1.3.1 Sources

Maintenance cost can be a significant factor in an organization’s profitability. Hence,

maintenance department should treat the matters that make a profit on the industry by take into

account the cost of maintenance. Consider the most basic definition of profit: “Profit = Income –

Expenses”. This simple theory shows that it is important to reduce the maintenance expenses to

increase a profit by avoiding unnecessary expenditure. Among the factors associated with the

maintenance expenditure are:-

(i) Downtime

(ii) Idle equipment or personnel due to equipment breakdown

(iii) Missed delivery dates of equipment (including out of stock)

(iv) Transportation due to remoteness of some of the maintenance work

(v) Overhead cost

(vi) Maintenance labor (i.e., operator expertise and experience)

(vii) Asset condition (i.e., age, type, and condition)

(viii) Losses due to inefficient operations of machines

(ix) Capital requirement for replacement of machines.

Some of the many reasons for maintenance costing are as follows:-

(i) Determine maintenance cost drivers

(ii) Prepare budget

(iii) Provide input in the design of new equipment/item/system

(iv) Provide input in equipment life cycle cost studies

(v) Control costs

(vi) Make decisions concerning equipment replacement

(vii) Compare maintenance cost effectiveness to industry averages

(viii) Develop optimum preventive maintenance policies

(ix) Compare competing approaches to maintenance

(x) Provide feedback to upper level management

(xi) Improve productivity

A presumption said that if we do the maintenance work frequently will retain better production.

Actually too much maintenance can take needed production facilities out of operation to such an

extent that cost effective maintenance has been submerged. Figure 1.2 below illustrates the

relationship between the maintenance commitment and maintenance cost.

Figure 1.2: Relationship between quantity of maintenance and various costs

1.3.2 Types

There is several type of maintenance cost that is related to the maintenance work. These are:-

(a) Direct cost

Direct costs are those costs required to keep equipment operable. These include periodic

inspection and preventive maintenance, servicing costs, repair costs and overhaul costs.

(b) Standby cost

The total cost of operating and maintaining standby equipment needed to be put in

operation when primary facilities are either undergoing a maintenance activity or are

inoperable for some reason.

(c) Lost production cost

Costs due to lost production because primary equipment is down and no standby

equipment is available.

(d) Degradation cost

Those costs occurring in deterioration in the life span of equipment resulting from

inadequate and/or inferior maintenance.

1.3.3 Cost analysis methods

Life cycle cost is the sum of all costs incurred during the life time of an item, that is, the total of

procurement and ownership costs. Due to reasons including market pressure, life cycle costing is

now often used in the procurement of expensive systems or equipment. Life cycle cost analysis

examines the effect on cost of alternative equipment designs. In other words, life cycle cost

analyses involve evaluating the total cost of a product or system over its entire life span. Life

cycle cost will consider the cost of developing or acquiring the asset, the cost of running,

operating and maintaining, and the cost of disposal. As life cycle cost is often significantly

affected by reliability issues such as frequency of failure and time to repair, it is often included as

part of the reliability engineering function. Life cycle costing plays an important role in

maintainability analysis, particularly with respect to operation and maintenance costs.

The aim of life cycle costing is to know the total cost of equipment accruing over its whole life

period, which may include all the costs starting from the specification cost. It is also observed

that reduction in one cost possibly will increase the other cost. The total cost has to be therefore

optimized by making trade-offs among all elements of it. Normally it is observed that cheap

items do not have sufficient economic life nor do they yield satisfactory performance over their

whole life. Therefore the quality of the product is the major importance.

The data to be input into a life cycle cost model include the purchase price of the product, mean

time between failures (MTBF), mean time to repair (MTTR), average material cost of a failure,

labor cost per preventive maintenance action, labor cost per corrective maintenance action,

installation costs, training costs, the warranty coverage period cost of carrying spares in

inventory, and shipment forecasts over the course of the product's useful life

When applying the life cycle cost analysis, several major advantages can be achieved:-

(a) It may result in selection of equipment that has lower operating and maintenance costs

resulting in reduced cost of ownership;

(b) The money saved can be used for some other works;

(c) It is an excellent tool for comparing the cost of competing projects, controlling program

costs, selecting among competing contractors, making decisions associated with

equipment replacement, reducing total cost, and conducting planning and budgeting.

Nevertheless, in contrary life cycle cost also have a little disadvantage that is it is time

consuming and expensive, that collecting the data needed for analysis can be a trying task, and

that the data available is sometimes of doubtful accuracy.

1.4 Exercises

1. Match the types of maintenance with the suitable description.

Types of maintenance

Description

Corrective or

Breakdown maintenance

Repairs are made after the equipment is failed

and cannot perform its normal function

anymore.

Predictive (Condition-

based) maintenance

Machinery conditions are periodically

monitored and this enables the maintenance

crews to take timely actions, such as

machine adjustment, repair or overhaul. It

makes use of human sense and other sensitive

instruments, such as

audio gauge, vibration analyzer, amplitude

meter, pressure, temperature and resistance

strain gauges etc.

Scheduled maintenance It locates weak spots of machinery and

equipment. It provides them

periodic/scheduled inspections and minor

repairs to reduce the danger of unanticipated

breakdowns.

Preventive maintenance It is a stitch-in-time procedure and

incorporates inspection, lubrication, repair

and overhaul of equipment. If neglected can

result in breakdown

2. Write true (T) or false (F) to the statements below.

(i) The purpose of maintenance is to minimize performance of production equipment

efficiently and regularly. ( )

(ii) Direct maintenance cost is the costs that are directly related to the performance of

the maintenance works. ( )

(iii) Indirect maintenance cost is losses due to maintenance. ( )

(iv) Maintenance costs are consists of cost to replace or repair, losses of output,

delayed shipment and scrap and rework. ( )

3. List at least eight reasons for maintenance costing.

4. Explain about important factors that influence maintenance cost.

5. List some sources for the data used in life cycle cost analysis.

References

1. Niebel, Benjamin W. (1985). Engineering maintenance management. Marcel Dekker,

Inc., New York.

2. Dhillon, B.S. (1999). Engineering maintainability: How to design for reliability and easy

maintenance. Elsevier Science & Technology Books.

3. Dhillon, B.S. (2002). Engineering maintenance: A modern approach. CRC Press, USA.

4. Stephens, Matthew P. (2004). Productivity and reliability-based maintenance

management. Pearson Prentice Hall, New Jersey.

5. R. Keith Mobley, Lindley, R. Higgins and Darrin, J. Wikoff. (2008). Maintenance

engineering handbook. 7th Ed. McGraw- Hill, USA.

6. S. Chand. (2009). Maintenance engineering and management. Rajendra Ravindra

Printers Pvt. Ltd., India.