Maintenance Management Types&Concept

8/13/2019 Maintenance Management Types&Concept

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Maintenance management

All activities of the management that determine the maintenance objectives, strategies, and

responsibilities, and implement them by means, such as maintenance planning, maintenance

control and supervision, improvement of methods in the organization, including economic,

environmental, and safety aspects (UTEK, 13306:1998 E).

Administrative, financial, and technical framework for assessing and planning maintenance

operations on a scheduled basis.

Purpose of Definitions

Categories have been designed to assist the districts in the performance of maintenance

work and are intended to identify work to be performed with maintenance funds.

Maintenance funds should not be used to perform construction work.

Definitions of Maintenance Work

Maintenance work is categorized into three areas:

routine maintenance preventive maintenance

major maintenance.

All three maintenance categories may be performed with state forces or by contract;

however, most preventive and major maintenance work should be contracted.

The following definitions of maintenance activities should be used in determining the

type of work activity when addressing planning and budgeting.


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Contracted Work

The table below defines maintenance categories for contracted work.

Contracted Work

Routine Maintenance Preventive Maintenance Major Maintenance

Contracts for this work

should be developed as

Routine Maintenance

Contracts (RMC) through

the Construction/

Maintenance Contract

System (CMCS) and may be

locally let if estimated to cost

less than $300,000.


should normally be

programmed through the

Transportation Planning and

Programming Division as

Contracted Preventive

Maintenance (CPM)

projects.


should be developed

according to the Design

Division 2-R standards and

should normally be

programmed through the

Transportation Planning and

Programming Division as

"Major Maintenance

Program" (MMP) projects.


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Travel Way

The table below defines travel way maintenance categories.

Travel Way


Pavement-related work to

include restoration of

pavement service-ability

including: recondition,

rebuild, level up, and overlay.

This would include, but not

be limited to: pavement

repair, crack seal, bituminous

levelups with light overlays to

restore rideability (overlays

not to exceed total average

depth of 2), additional base

to restore rideability, and seal

coats.

Pavement-related work

performed to prevent major

deterioration of the

pavement. Work would

normally include, but not be

limited to: milling or

bituminous level-ups to

restore rideability, light

overlays (overlays not to

exceed total average depth

of 2), seal coats, cracksealing and microsurfacing.

Preparatory work such as

milling, repairs or level-ups

may also be performed.

Pavement-related work to

strengthen the pavement

structure for the current and

projected future traffic usage.

Work should include:

restoration of pavement

serviceability of roadway.

This would include but not be

limited to: recondition and

stabilize base and subgrade,

add base, level up, light



of 2) and seal coats.

Pavement widening (to

achieve a maximum travel

way width of 26) can be

considered maintenance if

done to correct a

maintenance problem.


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Shoulder and Side Approaches

The following table defines maintenance categories for shoulder and side approaches.

Shoulder and Side Approaches


All shoulder work to restore

to its originally constructed

condition including:

recondition, rebuild, level-up

and overlay. This work would

also encompass installation

and maintenance of public

access drives, crossovers,

turn lanes and mailboxturnouts.

All shoulder work to prevent

major deterioration of the

pavement including: milling

or bituminous level-ups to

restore cross section, light



of 2), seal coats, crack

sealing and microsurfacing.

Shoulder repair and wideningnot to exceed 26 full

roadway width.

All shoulder work to restore

to its originally constructed

condition and/or to

strengthen the pavement

structure for the current and

projected future traffic usage,

including but not limited to:

recondition and/or stabilize

base and subgrade, add

base, level up, light overlays

(overlays not to exceed total

average depth of 2) and seal

coats. Adding shoulders, if

done to correct a

maintenance problem,

(maximum width of 4 total for

both sides) can be

considered major

maintenance.


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Roadside

The table below defines roadside maintenance categories.

Roadside


All work to maintain the

roadside including but not

limited to: maintenance and

operation of rest areas and

picnic areas, litter removal,

mowing, placing herbicides,

tree and brush trimming and

removal, repair and

upgrading of guard rails and

extruder terminals, repairing

slides and side slopes,

placing topsoil, sod, shrubs,

etc. to reestablish proper

grade and vegetative cover

and landscaping, removal or

treatment of roadside

hazards, installation and

maintenance of

environmental protection

devices, and mitigation of

spills or hazardous materials.

None. None.


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Drainage

The table below defines maintenance categories for drainage.

Drainage


Replacement, repair and

installation of curb, gutter,

riprap and underdrain;

cleaning, repairing or

replacing culverts, storm

sewers, erosion controls;

reshaping drainage ditches

and channels.

Removal of debris and

siltation from channels to

prevent damage to structures

or flooding of roadways.

Repair or replacement of

slopes and/or riprap to

prevent damage to structures

or embankments.

Constructing new drainage

channels or modification of

drainage structures to

increase drainage capacity.

Performed only to correct a

maintenance or safety

problem or to protect public

or private property.

Structures

The table below defines maintenance categories for structures.

Structures


Repair of substructures,

superstructures, decks,

joints, approach slabs and

railing; spot painting; repair

and operation of movable

bridges; installation of

temporary bridges; repair and

installation of fender

systems.

Steel structure cleaning and

repainting or the installation

of other coatings; installation

of bridge deck protection;

joint cleaning and sealing or

replacement.

Bridge rehabilitation,

reconstruction, or

replacement. Replacement of

structures only as a result of

major disaster when no other

funds or programs are

available.


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Traffic Operations

The following table describes maintenance categories for traffic operations.

Traffic Operations


Installation, repair and

replacement of signs,

delineators, illumination,

signals and related

appurtenances; installation

and replacement of striping,

pavement graphics, raised

pavement markings and

rumble strips; maintenance of

traffic control cabinets and

the corresponding

attachments (including but

not limited to loop detectors,

video cameras, changeable

message signs, etc.).

Replacement of striping,

pavement graphics, raised

pavement markings, and

rumble strips may be

performed in conjunction with

a resurfacing operation.

Installation of new signal

systems to upgrade outdated

designs.


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Emergency Operations

The table below defines maintenance categories for emergency operations.

Emergency Operations


Assistance to traffic during

accidents including traffic

control, removal of debris

and spilled cargo, and snow

and ice control. Assistance to

traffic during other natural

disasters such as floods,

tornadoes, hurricanes and

fires; removal of debris from

the roadway after natural

disasters. The District

Engineer determines that

immediate action is needed

to respond to imminent threat

to life or property or to

prevent disruption of the

orderly flow of traffic and

commerce. Work off of the

right of way, such as

assistance to cities, counties

and individuals, can be

performed only when

directed by the local Disaster

District Chairman (usually the

local Department of Public

Safety Captain), Director of

the Division of Emergency

Management or the

Governor.

None. None.


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Types of maintenance management

Routineon-going maintenance activities such as cleaning, grading roads and

mowing lawn, which are required because of continuing use of the facilities

Preventiveperiodic adjustment, lubricant and inspection of mechanical or otherequipment to ensure continuing working conditions

Major prospects such as floor replacement, re-roofing or complete re-painting which

are performed once every years

Emergencyunexpected breakdown of assets or equipment. These are

unpredictable or reactive type of maintenance and are more difficult to schedule than

the above 3 categories.

Repair is restoring an asset by a part which is broken or damaged, or reconditioning that part

to its original or acceptable working conditions. The needs for repairs can result from normal

wear, vandalism, misuse or improper maintenance.


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8 types of maintenance: a comparison

Published on November 28, 2009 inLocal Government.

Condition /

Inspection

Citizen

Enquiry

Job/Maintenance Comments

1. Run to Failure

or Reactive: often

where budgets are

far outweighed by

the available

resources, both staff

and money.

Only done in

response to an

event, i.e. a

report from other

staff or citizen

Often the

only way

the

Custodian

will get to

know of an

asset

failure or

suspected

failure

Sometimes Citizen

reports initiate jobs,

other times it

initiates a

technical inspection

Common where the

Custodian makes a

udgement in the

environment of

limited funds e.g.

Tree

Maintenance. In

such cases,

Insurance cover

represents a hidden

cost

2. Event driven

maintenance: where

an event drives the

need for action.

Can be

performed by

generic staff

using a pre-

defined list of

observations or

a locally

generated

framework.

Often

categorised

by the

Asset

Custodian

as a

Service

request

The likelihood of the

ob going ahead

sometimes depends

on budget and

sometimes on

Legislation or local

service levels

Here, the asset may

not have intrinsically

failed but the job will

provide a service,

e.g. the service of

providing clean

streets
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3. Calendar based,

Pre-planned or

Routine

maintenance

Not required in

relation to the

regular

maintenance. May

be performed on

an ad-hoc basis in

response to an

unusual event.

Usually

comments

on the

condition of

the asset or

an event

requiring an

ad-hoc

maintenance

action

Pre-planned

pattern of jobs

based on the

domain science

and studies

made by

experts in

relevant

circumstances.

Examples are

Grounds

Maintenance, Street

Sweeping and Refuse

collection. Sometimes

dependent on local

budgets and political

considerations.

4. Statistical

based: a

preventative

maintenance

technique common

with machine and

possibly vehicle

maintenance.

Not required in

relation to the

regular

maintenance. May

be performed on

an ad-hoc basis in

response to an

unusual event.

Reports an

unusual

event as the

principle is

to maintain

100%

availability.

Similar to no 3

the pre-planned

pattern of

maintenance is

based on

previous

studies by

domain or asset

experts.

Often used for

vehicles, plant and

production machinery

5. Condition based:often where a

human inspection

results in

maintenance actions

being collated and

then issued as funds

allow.

Is the basis for thismaintenance

type. Sometimes

the inspection will

be prescribed by

Code of Practice

or Legislation.

Wherereceived

usually

initiate a

technical

inspection.

Jobs collectedfrom

Inspections

cannot always

be executed,

due to budget

limitations,

building up a

Work-bank or

backlog

Roads, Bridges, PlayEquipment are all

examples of where

this is used in the

Municipal context

6. Predictive

Maintenance based

on science or

condition readings:

visual or sensor-

based

An inspection or

sensor will take

condition readings

and, based on

readings, jobs are

proposed

No usually

relevant

Jobs aim to

prevent failure

and minimise

asset down-

time

Common where

maintenance is costly

(e.g. Street Lights)

and for some types of

machinery.


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7. Reliability

Centred

Maintenance. It is

generally used to

achieve

improvements in

fields such as the

establishment of

safe minimum levels

of maintenance,

changes to

operating

procedures and

strategies and the

establishment of

capital maintenance

regimes and plans.

Successful

implementation of

RCM will lead to

increase in cost

effectiveness,

machine uptime, and

a greater

understanding of the

level of risk that the

organization is

presentlymanaging. Common

for very high cost

assets where

reliability has a high

consequence, e.g.

production line

machines, airline

engines and so on.

Inspections may

be made on the

bench in the case

of Rotable

Assets or done

when machinery is

taken out of use

on a production

line (line switched

off or rotable

assets within the

production line)

Not usually

involved,

although

staff

operating

these assets

will report

unusual

performance

and will

usually be

trained to

act as non-

expert eyes

Carrying out

obs on assets

on the bench

or closed down

results in better

reliability with

high capital cost

items.

RCM starts with 7

questions:

What is the item

supposed to do and

its associated

performance

standards?

In what ways can it fail

to provide the

required functions?

What are the events

that cause each

failure?

What happens when

each failure occurs?

In what way does

each failure matter?

What systematic task

can be performed

proactively to prevent,

or to diminish to a

satisfactory degree,

the consequences of

the failure?

What must be done if

a suitable preventive

task cannot be

found?


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8. Financially

Optimised

Maintenance: Carry

out Maintenance to

fit the available

funds. In Public life

in the UK and other

countries, we might

notice PMS and

Bridges moving in

this direction.

Can be any mix of

machine based,

visual or sensor.

Citizens

report in

non-expert

mode so

expert

inspections

usually

ensue

Jobs depend on

budgets as

other options

are available:

e.g. close a

road, restrict

bridge width

available to

vehicles.

Pavement

Management is typical

and Bridge

Maintenance in the

UK is heading in that

direction with the

Bridge Condition

Index (BCI).


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MAINTENANCE MANAGEMENT &MAINTENANCE MANAGEMENT SYSTEM

(MMS)

At the end of this assignment, student will get an overview of Maintenance Management as:

a guide to setting up a Maintenance Management System (MMS)

a step-by-step explanation of Maintenance Management

a guide for field operations a guide for management

an indicator of computer requirements

a procedures manual for MMS operation and update

As a training guide

As a view of the organizational attributes of Maintenance Management


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Maintenance Management Concept

Maintenance management is a method of utilizing resources to accomplish a predetermined level of

service for assets. Formal maintenance management includes the primary management functions of

planning, organizing, directing and controlling. (CRAB, 2007)

In another way of describing maintenance management, it is a systematic work management process

that applies good common sense to help people work together to improve maintenance operations.

Maintenance management provides a framework for structuring the maintenance plans, tracking work

accomplishment and preparing reports that compare planned and actual performance. With a basic

framework for management which includes planning, organizing, directing and controlling, an

overview of maintenance management flow is present as below.

In interpreting the step above, the details of each are step as below,


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1. PLANNING

Planning maintenance activities are depending based upon

the features to be maintained,

the resources needed (labour, equipment & materials)

in order to provide maintenance and the level of service to be provided by the maintenance. Thisincludes preparing budgets based upon maintenance performance standards to define the specific types

and amounts of maintenance work.

2. ORGANIZING

Organizing the labour, equipment and material resources to ensure that planned maintenance activities

can be accomplished with the budget available.

3. DIRECTING

Directing maintenance operations by authorizing, scheduling and supervising maintenance activities

and preparing the annual, seasonal and short-term schedules needed for guidance.

4. CONTROLLING

Controlling maintenance operations by monitoring work accomplishment and expenditures to ensure

that planned work programs are actually achieved within available resource levels.

The breakdown of each of flow can be presented as follows:

(Source: http://www.crab.wa.gov)


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Maintenance System

According to County Road Administration Board (CRAB), a maintenance management system

(MMS) can be described as a systematic process to manage a maintenance program.

Maintenance management systems are commonly used by public works directors and field managers

to plan, organize, schedule, control and evaluate maintenance programs. In handling the role and

responsibilities, many employees and often millions of dollars, the management requirements are

complex and require consistent procedures to ensure the success of a maintenance program.

Essentially, maintenance management systems are orderly processes for:

recording,

analyzing

displaying

in terms of information about the system, the work performed in maintaining the system and theresulting costs and condition of the system.

For small operations, manual recording and analysis may be a suitable means of operating the system,

though with availability of microcomputers, almost all agencies can benefit from the use of electronic

data processing for management systems. (CRAB, 2007)

There are many ways in which the data is processed but the concepts of a maintenance management

system remain the same. The basic components of maintenance management systems developed andgenerally accepted by maintenance organizations include:

The development of performance standards for principal maintenance activities describing

o the procedures to be followed,

o the labour

o equipment and materials to be used

o rate of production to be achieved.

The determination of workloads through the measurement of quantities and the evaluation of

external influences (such as weather and traffic) acting upon these elements which create a

need for maintenance.

The budgeting of resources (labour, equipment, materials) to meet the predicted workload in

terms of specific programs (activities, quantities, locations) to be achieved.


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The scheduling of activities within the budgeted program to utilize resources in the most

efficient manner, to reduce fluctuations in manpower and equipment requirements, and to

keep the roadway system operating in a safe, convenient manner.

The establishment of a management information system which provides the basic knowledge

required by operating managers for routine decisions and the special reports required by

management for control and improvement of the program.

Basically, the element of a maintenance management system is timely reporting and accurate data.

This allows the performance evaluations and management decisions to the based upon documented

facts. The facts include information as to:

how effectively and economically the available resources were utilized by the field forces

how much work was done in comparison with the amount originally planned.

Problem areas can then be identified and corrective action can be taken to ensure effective

accomplishment of the work program.

Advantages of Maintenance Management System (MMS)

Improved Resource

Utilization

The maintenance management system helps county engineers use their labour,

equipment, and materials more efficiently. For example, workload peaking can be

reduced considerably, improving labour/productivity.

Equitable Resource

Allocation

In the maintenance management system, expenditures in each property are based onthe building requirement. Thus, expenditures in each building have an objective basis

and all parts of the building have comparable levels of service

Budget Evaluation

In the maintenance management system, a proposed budget is derived from a workprogram that specifies exactly how the money will be used. If available funds are less

than the amount needed, someone in the authority must decide which maintenance

services are to be reduced or eliminated. If the elected officials direct that additional

services or higher levels of maintenance service be carried out, the cost can readily

be determined. After a budget has been approved and the money spent, elected

officials can compare the actual results with those in the approved work program

Employee Morale

Field supervisors and their crews like to know what is expected of them. The

maintenance management system provides them with clear performance standards

and timely information about their actual performance. Experience has shown that

improved morale is particularly evident when supervisors participate in thedevelopment of performance standards and system procedures and in the actual

reporting of daily work accomplishment.


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Disadvantages of Maintenance Management System (MMS)

Insufficient

Management Support

Normally, the engineer and his staff will be responsible for developing the details of

the system. Elected officials, however, should be kept informed of the system

operation and of the consequences associated with managing within the systemapproach. They must have a sincere commitment to the system objectives and

procedures.

Lack of Adequate

Orientation andTraining

Inadequate orientation and training of field personnel can cause problems and

confusion during the initial periods of implementation. Do not expect operations andprocedures to change automatically because a memo is issued or a manual of

instructions is distributed. Special efforts are essential to bring about understanding

and acceptance of new methods and procedures, such as a series of carefully planned

workshops for supervisors. Advanced orientation and training will pay off with

quicker and more effective results. Without such training, implementation will be

painful at best, and perhaps even unsuccessful.

Labour Union

Opposition

A few special considerations can arise when maintenance forces are unionized. To

alleviate the concern and scepticism of union workers regarding new techniques and

procedures affecting their jobs, management must discuss the new system early inorder to establish a mutual understanding and alleviate apprehension. Union support

and endorsement of new systems and procedures generally occur when labour union

representatives participate in discussions with management regarding the impacts ofsystem implementation on union employees spent, elected officials can compare the

actual results with those in the approved work program

Over-refinement Some managers seek unrealistic precision in the system. Excessive numbers of

defined work activities, application of sophisticated time and motion studies as a

prerequisite for adopting work performance standards, and unduly complicated

procedures for reporting and summarizing work performance all delay

implementation and acceptance of the system. The fact that many maintenanceagencies employ performance standards suggests that there is no need to reinvent

the wheel. Nor is there any need for time-and-motion studies. Instead, there is need

only to adapt and refine existing standards. A county can adopt standards that workfor another county, revising them as experience is gained


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What kinds of information are needed to set up a maintenance management system?

Management unit data

Maintenance feature inventory data

Labour, equipment and materials cost and inventory data

Maintenance activity information

Location information

What are the specific procedures and questions addressed by maintenance management?

How is the maintenance operation organized? (management unitsdistricts, areas)

What is maintained and what condition is it in? (feature inventory and condition

assessment)

What type of maintenance work is done? (activity list)

How often or how much maintenance work should be done? (quantity standard and service

level)

What people, equipment and materials are needed? (resources and costs)

When is work done? (work calendar)

When, where, why, and how is the maintenance activity performed? (activity guideline)

Where is work done? (location)

What is the optimum level of maintenance? (desired work program and budget)

What level of maintenance is funded? (planned work program)

What is the difference between the desired and planned programs? (deferred maintenance)

How much work is actually accomplished or requested? (work reporting)

How does the planned work program compare to actual work accomplished? (evaluation

reports)


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REFERENCE

1. County Road Administration Board(CRAB) (2007), Maintenance Management Manual,CRAB Summary MM Manual.docx. www.crab.wa.gov/maintenance

2. http://www.struktonrail.com/maintenance/maintenance-concept/

3. http://rksinha59.150m.com/articles/Maintenance.htm

4. http://sports-pramod-pramod.blogspot.com/2011/07/concept-of-maintenance-

management.html

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Maintenance Management Types&Concept