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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