M- Scheduling (1)

8/8/2019 M- Scheduling (1)

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M SCHEDULING AND

PROCEDURES

GROUP:10


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MAINTENANCE1. Introduction

Chemical plants are built to produce a particular product, in a particular quantity, and at a particular quality. Once the plant is

built the following three items must converge for themanufacturing to take place.1. Equipment Custody (control) in good working order and upto specications.

2. Bill of Materials (all of the resources such as raw materials,specializedtooling and consumables).3. Labor with the requisite competencies.


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CONTINUED.

W henever a product design changes (eg, color, size, specications)one or more of the three elements have to change also. If the plantmakes latex paint and a change in color is desired a new Bill of

Material for the new batch must be issued. Everything that goes on inthe plant with regard to production can be traced back to these threeelements.

These elements are extensively dealt with by the plants MRP

(Material Requirements Plan) which is activated by the marketingforecast. All of the processes to make a product and deliver a productare intensively studied, discussed, and pondered by top management.Billions of dollars are spent developing systems and procedures toensure that these three elements converge at the right time, in the rightsequence, and at the right place.


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CONTINUED.F or the plant to make a product, it musthave machine capacity capable of delivering the product as per the

marketing forecast dened by the MRP.W ithin the design limits of theequipment chosen, good maintenancedelivers that capacity. Consistentlywithout surprises for as long as thecompany needs the output.


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Maintenance operates in a very similar way and also has a product. The product of maintenance is the capacity or uptimeto make the ultimate product. Thus, production makes products

and maintenance makes capacity to make production possible.


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CONTINUEDThe same three elements must be present for maintenance to make its

product. In this case

1. Equipment Custody (control) of the equipment to make repairs and for preventive activities.

2. Bill of Materials (all of the resources such as parts, tools, equipment andconsumables necessary for all maintenance activity).3. Labor with the requisite competencies either employees or contractors. Inthis case repair, troubleshooting, installation competencies.All of the maintenance management effort is geared toward managing one or more of these elements. The maintenance management effort is detailed insome items of this articles are discussed in individual sectors. Unlike the

process of production, top management in maintenance spends very littleeffort, time or funds to optimize, study or even understand themaintenance process.


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COST OF MAINTENANCE

Discussed under two heads:

Tangible Costs

1. Down time costs2. Idle wage3. Loss of Materials4. Cost of repairs5. Opportunity costs

In t angible Costs

1. Reduced life of equipment2. Failure to meet the delivery

3. Lowered employee morale4. Increased investment in Sparesinventory

5. Cost of stand by equipment


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TYPES OFMAINTENANCE1. Corrective Maintenance

2. Preventive Maintenance3. Schedules Maintenance4. Predictive Maintenance


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CORRECTIVE MAINTENANCE

Also called breakdown maintenanceRepairs made only once the equipment is out of order It occurs when there is stoppage of work

Maintenance here becomes a repair workRestore the equipment to an accepted standard


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Causes of equipment breakdown

1. Failure to replace the worn out parts2. Lack or inadequate lubrication3. Neglected cooling system

4. An attitude of indifference towards minor faults5. External factors


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EVALUA TIONMERI TS

Make and mend ruleBreak down

maintenance iseconomicalVery little

administrative work

No plannedinterference withproduction programmes

Fire fighting approach

DEMERI TSWork stoppageReduced outputIncreased accidents

and lesser safetyMore lower quality

outputLoss of companyimage


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PREVENTIVE MAINTENENCE

Minimize the problem of breakdown maintenancePrevention is better than cure policyLocates weak spots

Regular inspection and minor repairs reducing the danger of breakdownsDone prior to the actual breakdown of equipment


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Preventive Maintenance programincludes:1)Periodic inspection of equipment2)Upkeep of equipment to correct theconditions that lead to break down


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EVALUA TIONMERI TS

UninterruptedProduction activities

Maintaining equipmentproperlyEmployee safetyMaximum production

at least costImproved company

image

DEMERI TSMore administrative

workMore investment in

spaceMore demand of

employees


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SCHEDULED MAINTENANCE

It is a stitch in time procedure aimed at avoidingbreakdownsIt incorporates inspection, lubrication, repairs andoverhaul of certain equipment

All these are included in the predetermined schedule


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PREVENTIVE VS SCHEDULEDThey appear the same but should not be misunderstoodBoth require pre-planningScheduled is carried out irrespective of anything

Preventive whereas is necessary only as a safetymeasureagainst possible risk


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PREDICTIVE MAINTENANCENewer maintenance techniqueIt makes use of human sense or other sensitiveinstruments to predict trouble and correct is before

equipment failsEquipment condition are measured periodically on acontinuous basisIt extends the life of an equipment


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SCHEDULING


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SCHEDULING

The rst step of scheduling is coordination. Coordinationis the rst task for scheduling after the bulk of the

individual job plans are complete. All jobs that have been identied that are ready to go. All materials, engineering, rental equipment, andauthorization are in place.

The ready backlog and the scheduled PMs for nextschedule period are presented to operations


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Contn..The accurate number of hours available for work ispresented. Coordination is actually a meeting.The outcome of the meeting is a schedule for the next

week.Before the actual coordination action items come up in theagenda, other things (such as what happened last week)must be dealt with.


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SCOPE OF SCHEDULINGThe scope of scheduling includes:

1. Bringing together in precise timing the six elements of asuccessful maintenance job: labor; tools, materials, parts

and supplies; information, engineering data and referencedrawings; custody of the unit being serviced; and theauthorizations, permits, and statutory permissions.2. Matching next weeks demand for service withresources available after accounting for all categories of leave, training, standing meetings, and indirectcommitments, plus consideration of individual skills.


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CONTINUED

3. Preparation of a weekly schedule that represents the agreedupon expectation regarding planned work orders to beaccomplished with available resources. The schedule alsoassures that all preventive and predictive routines will beaccomplished within established time limits.4. Consideration of alternative assignment strategies where theschedule assigns specic jobs to specic people (eg, whether people with less training into the process to gain experience isfeasible). Part of the planner/schedulers challenge is ensuringthat responsiblesupervisors receive and understand the planned job packagesfor scheduled jobs.


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PROCEDURE

OF SCHEDULINGMAINTENANCE


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PROCEDURE

The procedure of scheduling maintenance work involvestwo steps:

1. preparation of master maintenance schedule.2. preparation of detailed weekly or daily schedule.


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MASTER MAINTENANCE SCHEDULE

It indicated the nature and the magnitude of each repair construction task segment of maintenance for a specifiedtime span. It considers the total man hours needed for each task segment and the manpower available, thedistribution of job is done- that will go on reasonable manloading and can be accomplished.


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CONTINUED.

Maintenance schedule of each machine may be preparedand it will indicate the list of works which must be carried

out and will contain servicing, adjustment, lubricationdetails and particulars of replacement work.


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DETAILED SCHEDULEThey are prepared by breaking the overall time-spanallocated under the master schedule. Detailed workschedule weekly provides information to each craft andshop regarding the task to be carried on each job for eachday in the coming week.


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STANDARD TOOLS OF SCHEDULING

1. Visual charts

2. scheduling boards

3. individual cards


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SIGNIFICANCEMaintaining Operating efficiencyPrevention of loss of productionMaintaining productivity level

Helps solving the problems of breakdownsHigh employee morale


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ORGANISATION OF THE DEPT.Fixed assets add upto 50% of the total money investedBasic concepts:Clear division of authority, vertical lines of authority,

optimum no. of personnel.Main factors:Continuity of operations, compact or dispersed palntNature of industry, supervisors

training

M- Scheduling (1)

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