EXECUTIVE SUMMARY Across the manufacturing industry losses and waste occur due to factors such as operators, processes

and tooling or equipment. It is vital for organizations to have an effective maintenance strategy to address these problems; maintenance & management is a comprehensive maintenance methodology that compliments this need to solve problems of losses and waste reduction. This study outlines what maintenance & management is and why it should be implemented; determining its principles or objectives and the benefits that should be realized. The related tools and techniques have been assessed and the key components to its successful implementation in industry. Secondary research was conducted to gain an understanding of Maintenance and Management and its related tools and techniques. Primary research was conducted at LF Asia and a case study was undertaken in order to determine its applicability across differing engineering environments. This allowed the group to oversee various different maintenance programs and made it possible to compare and contrast with Maintenance & Management. We concluded that Maintenance & Management is a revolutionary concept that has tangible results in reducing maintenance costs whilst increasing the efficiency, capability and profitability of engineering organizations. However from primary research the project team concluded that typically engineering organizations will draw specific components from TPM that are more applicable within their own organization.

1. COMPANY INTRODUCTION 1.1 Introduction COMPANY NAME: LF ASIA (IDS MANUFACTURING SDN BHD) COMPANY LOGO:

IDS MANUFACTURING SDN BHD LOT NO. 6, PERSIARAN PERUSAHAAN SEKSYEN 23, KAWASAN PERINDUSTRIAN SHAH ALAM, 40300 SELANGOR DARUL EHSAN

1.2 Company Profile

Li & Fung Limited is the Hong Kong-headquartered multinational group and recognized as the world's leader in consumer goods design, development, sourcing and distribution. The Company specializes in supply chain management of high-volume, time-sensitive goods for leading retailers and brands worldwide via an extensive global network.

Li & Fung Limited provides sophisticated, one-stop-shop supply chain solutions to meet customers' specific needs. From product design, raw material sourcing and production management to quality control, logistics, shipping and other important functions, its spectrum of services covers the entire supply chain end-to-end.

Over the years, Li & Fung Limited has won numerous industry accolades for its performance, governance and sustainability. The Company is committed to the highest operational standards, conducting its business with integrity and good corporate governance practices with an emphasis on transparency and accountability. Sustainability considerations are embedded into its corporate policies and risk management systems.

Li & Fung Limited (SEHK: 494) is listed on the Hong Kong Stock Exchange and is aconstituent member of the Hang Seng Index, MSCI Index Series, FTSE4Good Index, Dow Jones Sustainability Asia Pacific Index and Hang Seng Corporate Sustainability Index Series.

The Company is a member of the Fung Group, with a history dating back over a century to 1906.

A Hong Kong-headquartered multinational group, recognized as the world's leader in consumer goods design, development, sourcing and distribution

Three interconnected Business Networks - Trading, Logistics and Distribution offering a spectrum of services that covers the entire supply chain

With more than 100 years of history since 1906 World's leading supply chain manager operating in the consumer goods market for retailers and brands worldwide

Global network covering more than 40 economies in the Americas, Europe, Africa and Asia: Over 300 offices and distribution centers

More than 28,000 employees worldwide Access to a sourcing network of over 15,000 suppliers Listed on the Hong Kong Stock Exchange since 1992 Constituent member of: Hang Seng Index MSCI Index FTSE4Good Index Dow Jones Sustainability Asia Pacific Index Hang Seng Corporate Sustainability Index Series

1.2.1 Company Scope We recognize that there will continue to be sustainability challenges and opportunities going forward, and progress to be made. Building a solid foundation and supporting our employees, customers and suppliers to be more sustainable is critical to our continued efforts to make a difference in our communities around the world.

1.2.2 Company Vision and Mission Our aim is that through improved visibility, tracking and performance, impacts and risks will be better managed in the supply chain. Sustainability and business resilience also drive innovation, which is critical for creating products with sustainability attributes that are made in better-managed factories. We will continue to work with our customers, suppliers and industry partners to improve our collective knowledge and capabilities around sustainable sourcing, products and packaging.

1.2.3 Company Quality Policy IDS Manufacturing Sdn Bhd is to Total Customer Satisfaction with Best Value Products and Responsive Services. Productivity by Teamwork, Positive Service Attitude and Professionalism.

Make Quality Our Way of Life

1.2.4 Company Organization Chart 1.2.4.1 Board members

Victor FUNG Kwok King

Honorary Chairman Chairman of Risk Management and Sustainability Committee

William FUNG Kwok Lun Group Chairman

Spencer Theodore FUNG Group Chief Operating Officer

Bruce Philip ROCKOWITZ Group President and Chief Executive Officer

Paul Edward SELWAY-SWIFT Independent Non-executive Director Chairman of Audit Committee and Nomination Committee

Allan WONG Chi Yun Independent Non-executive Director Chairman of Remuneration Committee

Martin TANG YueNien Independent Non-executive Director Benedict CHANG Yew Teck Non-executive Director

Franklin Warren McFARLAN Independent Non-executive Director FU Yuning Independent Non-executive Director

2. Machines Specification and Features

2.1 Introduction Tetra Brik Aseptic is the world's best-selling carton package range for liquid beverages. No unnecessary material, weight or space, just a simple brick-shaped package thats easy to stack and store. At home or on-the-go, Tetra Brik Aseptic is perfect for ambient products. Key Benefits: - Extremely cost efficient Good value for customer Easy to stack and store Wide choice of opening and closures

Tetra Brik Aseptic is cost-efficient to distribute and has five flat, clearly visible panels for your branding message. The Tetra Brik Aseptic carton package offers a range of volumes from 80 ml. one-shot drinks to 2000 ml. family packages and comes in five package formats; Slim, Mid, Base, Square and the new format, Tetra Brik Aseptic Edge.

2. 2 A3 flex Tetra Pak A3/Flex is the filling machine designed for flexibility to easily change between different package volumes and shapes.

Figure 2.2 A3 Flex

Specification Type of line: Aseptic filling Pack sizes: 1000 ml

Overall speed: 7000 brix/hr Manufacturer: Tetra Pak Positions: Dual jaw system Manufacturer date: 2009 Machine features

Flexibility: easy conversion between different family package shapes and sizes. Easy adaptation to many different closures.

Complete line offer. Optimized line interaction thanks to innovative line automation. Flexible PullTab or Direct Injection Moulding applicators can be installed as equipment kit.

High food safety.

2.3 Accumulator Helix

Accumulates packages between filling machine and downstream equipment.

Figure 2.2.1 Accumulator Helix

Machine Features Small footprint as packages are accumulated vertically.

Package emerge with correct, desired appearance

2.4 Tetra cardboard packer

Packs carton into trays and wrap around units.

Figure 2.4.1 Tetra cardboard packer

Machine features Produces both trays and wrap around units.

Quick and easy change between 12, 000 combinations of patterns and units. Consistent and careful package handling ensures package appearance.

2.5 Tetra Film wrapper A compact stretch film wrapper for portion packages

Figure 2.5.1 Tetra Film wrapper

Machine features Easy to change packing pattern; single, double or triple rows Strech wrapping technique for low consumption of energy and film Footprint only 2.8 sq due no shrink tunnel.

2.6 Tetra straw applicator Straw applicator for flexible packagings.

Figure 2.6.1 Tetra straw Applicator\

Machine features Glue is applied to straw film(not packages) for greater accuracy and economical use of glue. Can apply any straw from the Tetra Pak range Continuous motion ensures good package appearance

2.7

Maintenance Management Statistics for Maintenance

Work order backlog

Average days to complete work orders

Work order completion percent

Equipment downtime (not availability)

Preventive vs. Breakdown Time

Spent

Equipment with most preventive

maintenance time/

Equipment with most breakdown

maintenance time/

Task estimating accuracy

1. Work order backlog: One very significant number will be the size of your maintenance backlog normally measured in hours or weeks. The maintenance backlog represents maintenance work that has not yet been done typically preventative maintenance work that keeps getting rescheduled or delayed because you do not have the time or money to complete it. Over time you should be seeing a steady or reducing work order backlog.

2. Average days to complete work orders: The average days to complete work orders represents the average of the difference between work order Completed date & original Planned date for each work order. If you have consistently high values for the average days to complete work orders it means that the maintenance plan should be checked. Many tasks may actually take more time than estimated, you may have scheduling conflicts

(tasks scheduled at the same time, conflicts with technicians calendar availability, ..) and so on.

3. Work order completion percent: The percentage of work orders in a specific period that have been completed. You want to see a high percentage of completed work orders. Lower percentages of completed work orders means an ever increasing maintenance backlog.

4. Equipment downtime (not availability) : You want to measure total equipment downtime. Equipment availability especially when expressed as a percentage can be misleading. For example if the equipment downtime changes from say 100 hours to 200 hours you may just see a small percentage drop in equipment availability if you have a lot of equipment. Also be aware that work order time (duration) is not the same as equipment downtime since the equipment can be down for a much longer time than the work order takes to fix it. 5. Preventive vs. Breakdown Time Spent: This is the ratio of how much time you spent on planned/ preventive maintenance vs. unplanned/ breakdown maintenance. Ideally it should be as high as possible. A low ratio generally means that unplanned/ breakdown maintenance dominates you maintenance schedule. This is the most expensive maintenance and also ends up causing a lot of dissatisfaction among users/ customers since it means they are experiencing breakdowns and you are scrambling to fix them.

6. Equipment with most preventive maintenance time/ cost: This is useful to identify which equipment requires the most planned maintenance. You should not see unexpected changes here over time since planned maintenance is something that is scheduled well in advance.

7. Equipment with most breakdown maintenance time/ cost: Identify equipment that takes most time/ money due to breakdowns. This can help you identify correction plans and preventive maintenance that may be needed to reduce this.

8. Task estimating accuracy: This is the ratio of actual time to do the work order vs. the estimated time spent doing the work order. Ideally it should be 1 or 100% (if expressed as

a percentage). Low values (less than 90%) mean that work orders are taking less time to complete than estimated - you are overestimating work order time or it may mean that some task steps are being skipped by maintenance personnel. High values (more than 110%) mean that work orders are taking more time to complete than estimated insufficient time has been budgeted for the task or skill levels of maintenance personnel is low and they are taking much longer than expected to complete jobs.

Figure 2.7 Maintenance Management System

3.0 IMPLEMENTATION MAINTENANCE MANAGEMENT POLICY

Achieving Zero abnormality, Zero breakdown, Zero defect to achieve excellence in overall plant effectiveness (OPE). Inculcating analytical attitude and ownership to be equipment and system competent and innovative.

3.1 Maintenance Management Policy 3.2 The Maintenance Schedule It is generally accepted that, in any maintenance department where there are more than 10 crafts persons and more than two or three crafts, some planning, other than day-to-day allocation of work by supervisor or leadsperson, can result in improved efficiency. As the size of the maintenance organization, for example, scheduling, increases, the extent to which work planning can be formalized and the amount of time that should be spent on this activity are increased. There should be only as much planning as necessary for maximum overall efficiency so long as the system costs less than the cost of operating without it.

Figure 3.2 The Maintenance Policy

3.3 The Procedure for Scheduling There are practical limitations to any scheduling system. A very detailed schedule that because of emergencies becomes obsolete after the first hour or two of use is of little value. If, however, actual performance indicates from 60 to 80 percent adherence during normal operation, the value of the schedule is real. Justification of any scheduling system requires proof of its effectiveness in dollars saved. Where some form of incentive system or work measurement exists, such proof is readily available. But in most maintenance departments no such definitive method is available and the only criteria of measurement are overall trends in maintenance costs and quality of service. Some aspects to be considered in arriving at a sound work-scheduling procedure are work unit, size of jobs scheduled, percent of total work load scheduled, and lead time for scheduling.

Work Unit. Most detailed schedules are laid out in terms of labour-hours or, if standard times are used, fractions of hours. Other scheduling systems use a half craft-day as a minimum work unit. Others may use a craft-day or even a craft-week as a basis.

Size of Jobs Scheduled. Some work-scheduling systems handle small jobs as well as large ones. Others schedule only handle major work where the number of crafts persons and the length of time involved are appreciable.

Percent of Total Work Load Scheduled. Although in some cases all work may be scheduled, the most effective systems recognize the inability of any maintenance engineering department to anticipate all jobs, especially those of an emergency nature, and do not attempt scheduling for the entire work force. A portion of the available work force is left free for quick assignment to emergency jobs or other priority work not anticipated at the time of scheduling.

Lead Time for Scheduling. Lead time for scheduling, or the length of time covered by the schedule, is another variable to be considered. Some scheduling systems do not attempt to cover breakdown repairs and are limited to the routine preventive maintenance and to major work that can be anticipated and scheduled well in advance. In these cases a monthly or biweekly allocation of manpower suffices. In most instances, however, a weekly schedule with a 2- or 3-day lead time results in good performance, yet is sufficiently flexible to handle most unexpected work. In

extreme situations a daily schedule with a 16- to 18-hr lead time may be necessary to provide the necessary control. A more workable solution for this situation, however, involves use of a master schedule for a minimum of 2 weeks with provision for modifying it daily.

4.0 Material Control The inventory is a list of physical features (area, material, etc.) of capital assets that require maintenance. The types of data to be kept vary with the maintenance activity and the task required. Table 1 gives examples of the types of inventory detail. Maintenance Activity- Examples Inventory Items

Building Custodial

area of floor surface number of light fixtures/bulbs number of doors area of floor surface number of windows area of wall number of culverts length of ditches

Building Cleaning

Culvert Inspection Ditching

Table 4: Examples of material control details

4.1 Implementation of Maintenance Spare Parts Management Equipment spare parts management can be quite a challenge especially if you have several different types of equipment each needing it own set of unique set of parts that are required for unplanned and preventive maintenance on the equipment. Equipment spares can also be quite expensive and contribute significantly to the maintenance budget.

1) Identify parts required for different maintenance tasks and try to estimate usage over the next few months based on the equipment preventive maintenance schedules. This will help better manage inventory requirements and costs. Holding inventory you do not need for several months adds to costs. 2) Depending on your suppliers (vendors) you may want to explore use of just in time inventory order & get parts just before maintenance jobs are to be done. At the same time try to avoid job delays because parts are not available. While costs of certain parts may be significant they are probably much less than the costs due to lost production or cascading equipment failures. 3) Try to identify & classify reliable suppliers (vendors) for all parts. Poor quality components can result in premature failures and additional maintenance work. Maintenance records can be useful to identify suppliers of quality parts. Corporate purchasing requirements may sometimes dictate your choice of suppliers but it can be possible to work with your purchasing department especially if you have statistics about vendor quality & reliability. 4.2 Work Orders Work orders provide information on what, where, when, how long and by whom maintenance is to be carried out. Two sample work orders are shown in Figures 2 and 3. Work orders are prepared from inventory data (physical features) and task statements. Each work order lists tasks for the same frequency of work and for the same asset. For example, one work order could contain tasks for weekly boiler maintenance for a school. Another work order could contain different tasks for monthly maintenance of the same asset. The general guidelines for preparing a work order are as follows: a. Starting with any asset on reserve, examine the inventory data and typical task statements to determine the tasks appropriate for that specific asset; b. List the asset name, maintenance activity number and work order number, etc. on a blank work order. Using the task statement or manufacturers operation and maintenance manual as a reference (modify, if necessary, to suit specific situations), fill in the appropriate tasks (Work To Be Performed) on the work order; c. Calculate or estimate the time needed to complete the individual tasks and enter the total time for all tasks in the planned time block. The sum of work order planned

4.3 Maintenance Work Order Requests

You need to have an organized way of handling such requests. Good control of maintenance work request management will go a long way to ensure high end user satisfaction and fewer complaints about the maintenance department. Most CMMS software packages have maintenance requests modules that are part of the software or available as an add-on. Some useful features to look for are: 1. Request submission: Allow non-maintenance personnel/ customers to make maintenance requests on their own. Requesters may be able to choose specific maintenance tasks or equipment/ locations and request specific maintenance. 2. Support for alerts: The CMMS system may also be able to send you an email/ text alert when work requests are submitted. This will allow you to attend immediately to the important ones as well as defer or close out items that are not so urgent or are not really required.

3. Work request review: You should be able to review a work request and decide what to do with it. Many work requests especially for emergency maintenance could be requesting the same work since more than one person could be submitting the request. Other requests could requests for several different kinds of maintenance. So you need a way to convert these requests to work orders or close out duplicates. Directly converting each and every maintenance request into a work order will result in a lot of duplicates or work orders that span several maintenance jobs and can be difficult to manage and track. 4. Checking request status: As work orders get done or completed you need to have a way to inform requesters of the status automatically. This is much preferable to you having to contact each person individually to tell them what you are doing or have done! Most CMMS software have request status checking features that enable requesters to check the status of work requests they have made or check the status of specific maintenance jobs. 5. Reporting & statistics collection: Report on all the work requests received and processed. This will help you catch requests that are overdue or pending and make sure that they are handled or closed. Besides this you can collect statistics on maintenance department performance over time e.g. requests received in a specific period, average days to complete a request and so on. Such statistics are useful to see if you are falling behind in handling requests or keeping up with them.

5.0

Implementation of CMMS/ Maintenance Software

1. Reductions in equipment breakdowns due to better maintenance: Since equipment maintenance will be planned better and preventive maintenance is less likely to be skipped, you should start to see fewer equipment breakdowns over time. 2. Reductions in overtime costs due to fewer breakdowns: Fewer equipment breakdowns means fewer maintenance "emergencies" when all hands are needed on the deck to fix things fast. So you should see lower overtime costs since maintenance technicians should be doing less overtime to fix critical equipment that has broken down.

3. Improved maintenance backlog management: Maintenance backlog represents outstanding maintenance that has not been done. With CMMS software you will better be able to keep track of maintenance work due as well as items that slipped through the "cracks". You can learn more about this from "Maintenance Backlog Management For Equipment & Facilities". 4. Reductions in schedule conflicts due to maintenance being planned at the same time equipment is needed by operations: This can be a big benefit. If you have planned critical maintenance on an equipment but it clashes with schedules of production/ operations you are not going to be very popular. Equipment maintenance calendars created from your CMMS software can help you plan future maintenance and reschedule as needed. You can learn more about this from "Equipment Maintenance Calendars & Scheduling Preventive Maintenance". 5. Reduced costs due to longer asset/ equipment life: Due to better maintenance most equipment is going to last longer before it needs to be replaced. This reduces the capital costs of buying new equipment over time. 6. Improved inventory management: Better inventory management is a significant source of savings. Due to better maintenance planning you will keep fewer unneeded and possibly expensive spares around, you will reduce delays fixing breakdowns because you do not have spare parts and you will better be able to evaluate part vendors for quality and reliability. 7. Improved analysis of problems and better reporting to management: Maintenance software will help you generate statistics on your performance that can be shared with management so that they have better insight into how the maintenance department is doing as well as get warnings on potential problems (e.g. unexplainable maintenance backlog increases, rising equipment maintenance costs, etc.). You can learn more about these statistics and how to use them from "Key Maintenance Management Statistics For Maintenance Planners".

8. Standardization of maintenance work due to task templates: With good CMMS software you can create standard maintenance task templates to create work orders. Instructions on how to complete the maintenance can be standardized in these templates. This makes it easier to train new technicians as well as improve maintenance standards.

9. Improved user/ customer satisfaction: Reductions in equipment breakdowns and better planning or preventive maintenance will create a better impression. Maintenance plans are less likely to interfere with operations or delay product delivery.

5.1 Six Ways CMMS/ Maintenance Software Can Make Vendor Management Easier
They can store information on the vendor such as whom to order parts from, who provides maintenance on equipment you purchased, whom to contact if you have problems with the vendor and so on. They can allow you to rate the vendor so that you can select the best vendor when you need to order parts or supplies. They have reports where you can calculate how much you spent on different vendors over the year. Sometimes consolidating purchases with particular vendors can get you better prices and service. If they have a purchase order module in the software you should be able to link vendor information with purchases and see how they are doing in terms of costs, quality and delivery on time. They can help you identify two or three vendors for particular parts and supplies. This may not always be possible especially for specialized parts for special equipment. Having alterative vendors for different parts makes you less dependent on a particular vendor this can become important if vendors decide to raise prices, part quality drops or deliveries keep getting delayed.

If you decide to drop a vendor you can check what equipment they supplied, parts & spares they supply as well as any outstanding purchase orders. This will make it easier to identify a substitute vendor without creating operational problems when transitioning to a new vendor.

5.2 Mobile Phone Support In CMMS/ Maintenance Management Software

1. Very few mobile phones are smart phones like an iPhone, Android phone, BlackBerry or Windows phone. Any solution that has mobile phone support needs to consider other types of phones to be effective in the work place. So while it may look good to offer smart apps that enable a person to use a smart phone they will end up being fairly useless for many maintenance technicians unless they happen to own one of these phones. 2. Internet access for a mobile phone can be very expensive since most phone companies provide limited data plans. Wireless network access is spotty especially for technicians travelling to other locations. This makes providing a browser based mobile web application not very effective even though it could theoretically support a much wider variety of phones if the phones have a mobile web browser. 3. Providing full access to CMMS features to technicians can cause problems since they can end up locking out information or access to records for other users due to connection drops, etc. This means that one has to find a way to isolate the information so that maintenance personnel can get what they need without stepping on each others toes or causing system problems because they dropped out of the network. 4. Early on we realized that there is an effective way to provide mobile phone support to nearly all mobile phones. In much of the developing world and elsewhere many companies such as banks, utilities, and other service providers have found a way to utilize text messages (SMS messages) to provide very useful functionality. If banks can find a way to effectively handle financial transactions and payments through SMS/ text messages there must be a way to offer similar useful functionality in CMMS software. The big bonus of this approach is that text messages/ SMS works on nearly all mobile phones. There is no need of expensive data plans, people can go offline and pick up messages when they come online again. The costs for text and not very high and most personnel are familiar with text messaging. 5. Making work orders paperless and being able to easily distribute to technicians makes it more efficient and easier to manage for system users. It does not make much sense to put in a variety of mobile phone functions which may not really be useful to users. However, enabling the processing of work orders by maintenance technicians using a mobile phone provides major benefits. It empowers technicians, reduces the work for the maintenance planner who now can email out work orders and process responses from maintenance people. 6. Another useful feature would be sending alerts by text/ email when work requests are submitted. This allows maintenance managers to have a way to quickly respond to requests without being tied down to the system.

5.3 Equipment Tips To Use CMMS/ Maintenance Software

1. Collect equipment information: You can enter a variety of information on the equipment

you have e.g. serial numbers, model numbers, manufacturer, purchase dates, warranty details and so on. This makes for better asset tracking, planning for equipment replacements, warranty work and recalls.
2. Establish relationships between equipment: You can establish relationships between

equipment such as identify an equipment as part of another equipment e.g. marking a compressor as part of a HVAC system and so on. This equipment tree makes it easier to locate specific equipment especially when you have hundreds of similar equipment. You can also identify the impact of changes on one equipment on other equipment e.g. if you need to replace a compressor you know that the HVAC system it is in will be out of service for some time.
3. Categorize equipment for better management: You can categorize the equipment e.g.

as compressors, pumps and so on. This can help you define standardized operations for all equipment of a particular category e.g. maintenance required, cost benefit analysis, depreciation schedules and so on.
4. Spares & supplies management: Manufacturer information can be used to identify part

vendors, parts & supplies needed by different equipment. This can help you consolidate purchases of spare parts & supplies reducing repetitive paperwork and delays getting items.
5. Collect maintenance history & costs: Reporting features enable you to check and review

the maintenance history of specific equipment. If hierarchical reports are available you could gather the entire maintenance history of an equipment and all its sub-equipment along with costs incurred. This can come in useful especially when you are looking at replacing an equipment and you want to compare its costs vs. a new equipment.
6. Collect operational history: You should be able to log and retain information about

changes to equipment e.g. calibration events, problems and so on as reported by operators. Having all such information in one place makes it easier to review equipment information and identify any actions
7. Collect other useful information: You can store images and pictures of equipment,

engineering drawings, their different parts and layout of complex items. This becomes useful when maintenance work needs to be done, equipment needs to be replaced or moved, planning for additions and so on.

6.0 Implementation of Preventive Maintenance Preventive maintenance is planned maintenance of plant and equipment that is designed to improve equipment life and avoid any unplanned maintenance activity. PM includes painting, lubrication, cleaning, adjusting, and minor component replacement to extend the life of equipment and facilities. Its purpose is to minimize breakdowns and excessive depreciation. Neither equipment nor facilities should be allowed to go to the breaking point. In its simplest form, preventive maintenance can be compared to the service schedule for an automobile

Reasons for Preventive Maintenance

Increased Automation Business loss due to production delays Reduction of insurance inventories Longer equipment life Production of a higher quality product Just-in-time manufacturing Reduction in equipment redundancies Cell dependencies Minimize energy consumption (5% less) Need for a more organized, planned maintenance function

6.1 Why have Preventive Maintenance ? The most important reason for a PM program is reduced costs as seen in these many ways. Reduced production downtime, resulting in fewer machine breakdowns. Better conservation of assets and increased life expectancy of assets, thereby eliminating premature replacement of machinery and equipment. Reduced overtime costs and more economical use of maintenance workers due to working on a scheduled basis instead of a crash basis to repair breakdowns. Timely, routine repairs circumvent fewer large-scale repairs. Reduced cost of repairs by reducing secondary failures. When parts fail in service, they usually damage other parts. Reduced product rejects, rework, and scrap due to better overall equipment condition. Identification of equipment with excessive maintenance costs, indicating the need for corrective maintenance, operator training, or replacement of obsolete equipment. Improved safety and quality conditions.

6.2 How to have a successful Preventive Maintenance?

Motivating Preventive Maintenance Workers: A quality preventive maintenance program requires a highly motivated preventive maintenance crew. To provide proper motivation, the following activities are suggested: Establish inspection and preventive maintenance as a recognized, important part of the overall maintenance program. Assign competent, responsible people to the preventive maintenance program.

Follow-up to assure quality performance and to show everyone that management does care. Provide training in precision maintenance practices and training in the right techniques and procedures for preventive maintenance on specific equipment. Set high standards. Publicize reduced costs with improved up-time and revenues, which are the result of effective preventive maintenance

6.3 Implementation and coaching of preventive maintenance typically include:

Formal assessment of current preventive maintenance systems Understanding the client's current Preventive Maintenance practices Jointly generate an implementation plan for improving preventive maintenance. Customize hands-on classroom and field training in preventive maintenance Deliver preventive maintenance training for operators and craftspeople Work out roles, responsibilities and scope of the PM review Coach client the IDCON Preventive Maintenance Optimization methodology Coach the review of Mechanical on-the-run and shutdown/ TA PM's Coach the review of Electrical on-the-run and shutdown/TA PM's Coach the review of loop checks, calibration and on-the-run inspection of instumentation

Coach the review of lubrication practices Train operators and craftspeople in inspection techniques On-the-job training in inspections and PM's Coach the setup of work systems around PM Support client in setting up key performance indicators for PM's Help client arriving to good use of current CMMS for PM improvements

7.0 7.1

Implementation of Job Scheduling Employee Shift Scheduling for Manufacturing Plant Maintenance Operations

Cost control has always been a constant struggle for manufacturers. Poor shift scheduling on the shop floor can lead to increased operating costs, decreased sales, high worker turnover, and soaring grievances. Production managers often spend countless hours on shift scheduling, trying to get their shifts and work schedules just right. Overstaffing wastes payroll dollars while understaffing results in late deliveries and lost sales. Manufacturing shift scheduling presents many challenges. Most manufacturing production factories operate around the clock (24/7), having many job positions to schedule and multiple shifts to cover. Within each shift, factory workers must also be assigned to various tasks or work orders. Union and FLSA rules may place restrictions on work hours, overtime compensation, and the types of shift rotation that can be

implemented. The schedulers must also consider time-off requests, labor rules, and worker availabilities when developing schedules for manufacturing facilities.

7.2

Snap Schedule Employee Shift Scheduling Software Capabilities

Easily schedule unlimited number of number of factory workers

Drag & drop to easily assign shifts, mark time off, move or copy assignments. View assignments and schedule your staff from three different views. Use whichever view is easiest and most effective for your shift scheduling tasks. Create rolling work schedules from days to years. Software automatically generates work schedules using industry standard shift patterns or user-definable schedule plans.

Quickly and efficiently fill a shift or find a substitute Quickly find and contact a substitute worker to fill a cancellation. Tell Snap Schedule software your criteria and it will show you a ranked list of available factory workers to fill a shift. Ranking can be based on many criteria including job position, skills, availability, labor cost, work hour limits, and seniority

Assign breaks and tasks within each shift

The Task Schedule Planner provides a more granular level of control for assigning factory worker activities within a shift. Visually assign tasks of any length from 1 minute to several hours with a simple drag and drop. You may use a task to identify a scheduled break, a work station, a manufacturing process, or a specific duty. Standard reports provide detailed and summary information on assigned breaks and tasks for cost control, payroll, and accounting purposes.

Adjust individual shift assignment start and end times

Production workers assigned to a shift are anticipated to work the same period from the shift start time to shift end time. When a late start is needed or an early departure is necessary, you can adjust individual workers shift assignment start and end times to reflect the actual hours worked. You can also adjust the hours that the workers will be paid for working a shift. Labor cost reports reflect any adjustments made to the individual shift start and end times.

Multi-skill shift scheduling is a breeze

You can identify applicable skills and certifications for any production worker. Define skills and certifications related to special training, quality assurance, health & safety, manufacturing processes, etc. The Shift Coverage Planner lets you know if there are enough workers with the right skills to staff a shift. The Staffing Overview graph displays the number of scheduled workers having a specified skill by location, shift, or hourly coverage.

Track all training, vacation, sick leave, and other off-work requests

Define as many paid and un-paid time-off reasons as you like. Simply drag & drop a reason onto the Schedule Planner to mark when a production worker is off-work. The Schedule Outlook shows who are off-work and why. Available reports provide details on planned vacation, training, time off hours for any time period you select.

Work around your schedule constraints with ease

Define your operational constraints such as non-working days, shift start times, end times and applicable days of the week for each shift. Define each workers availability schedule, desired work hours, daily work hour constraints, and weekly work hour constraints. The Schedule Planner alerts you to availability conflicts, duplicate shift assignments, overlapped shift assignments, and conflicts with scheduled time off. The Daily Assignment Validation report identifies all discrepancies and constraint violations.

Manage labor costs and avoid over/under staffing Set overtime policies for your manufacturing, production, and plant maintenance operations. Define hourly cost, overtime exempt status and work hour constraints for each worker. Use the Shift Coverage planner to monitor under/over staffing conditions based on position, skill, and assignment reason. Adjust workers' shift assignment start time, end time, and payable hours as necessary to reflect actual work hours. Standard reports provide labor cost data by shift, employee, position, work order, location, and other criteria. Export labor cost data for payroll and accounting purposes

Easily publish schedules to staff and management

Print schedule views, lists, assignment calendars, and reports to communicate schedule information to management and your workers. Easily publish work schedules, calendars, and any report in PDF and a variety of other formats. Automatically email work schedules to workers and/or their supervisors.

7.3 .

Examples of maintenance scheduling

Daily Maintenance Perform these maintenance tasks at the beginning and at the end of work. Start of Work 1. Lubrication System Check for oil level Pressure build up during hand pumping Check for distribution film of oil on all sliding surfaces Check for leaks Verify lube/pump operation

2. Cutting Tools & Tool Holders Tighten the drawbar Tighten work holder devices Replace worn tool pump and motor

3. Coolant Level (Optional) Remove / Check pump and motor

4. External wiring & cables Check fit of cable connections Check for damage cables

5. Spindle Clean the spindle taper Test run the spindle

6. Machine-General Condition Check entire machine for loose or missing fasteners All of the oily matter, chips, etc, on the machine should be removed completely and put a thin lubricating oil on the sliding surface of machine to prevent the corrosion.

Monthly Mechanical Tool holders / Drawbar Check for breakage and Thread damage Inspect drive belts Inspect way covers and wipers Check drawbar height

Electrical Motor

Check for condition and testing Check voltages Check limit switches/safety locks

Every Three Months Electrical 1. Electrical Cabinets Check for cleanliness Check and secure any loose connections Inspect connections/terminals

2. Electrical Elements Check for proper working of Push button switches or Rotary Switches

3. Proximity Switches Check for proper operation

Every Six Months

Mechanical 1. Axes Backlash Check and compensate if necessary, after consulting with the factory.

2. Ball Screw Guards Check Condition

3. Drive Belt - Check Condition - Check Tension

4. Machine base / Table Check for level and mounting bold loosening

8.0 Maintenance Backlog Management For Equipment & Facilities Maintenance backlog refers to maintenance work that is overdue. It is usually measured in hours or days. It represents the total estimated time it would take to complete the pending maintenance work orders. As a facilities/ maintenance manager or maintenance planner this is something you need to keep an eye on and make sure that it does not go out of control. Maintenance work orders can remain incomplete for a variety of reasons:

Spare parts not available to complete the work

Maintenance technicians (with required skills) not available for the job

Equipment problems that require troubleshooting from vendor/ outside specialist

Task dropped because a higher priority task came up

Work order no longer needed

Unable to get access to the equipment/ location because it is in use

Someone forgot about it

1. Spare parts not available to complete the work: If these are preventive maintenance work orders you should be able to predict in advance spares & supplies that may be needed using maintenance work order reports for future periods in your CMMS software. Based on previous unplanned/ breakdown work orders you may be able to identify equipment that breaks down frequently and the parts that need to be available so that work can be completed. Keep track of vendors and try to have alternative vendors for all parts so that you have other vendors to go to in case of supply problems from some vendors. You may find the vendor management tips in "6 Ways CMMS/ Maintenance Software Can Improve Vendor Management" useful. 2. Maintenance technicians (with required skills) not available for the job: This can happen when equipment needs specialized skills to fix/ troubleshoot but the technicians with those skills are too busy or not available because of sickness/ vacation/ other work. If this is one off or infrequent you probably can live with

this. However, if you see it happen quite frequently you should plan to upgrade the skills of other technicians so that someone else can step in as needed. 3. Equipment problems that require troubleshooting from vendor/ outside specialist: While similar to previously mentioned problems of technicians not being available, this is something you have less control over. If this occurs often to certain equipment, try to escalate the issues with equipment vendors so that they will send you help faster. Also see if it makes sense to replace equipment because it is too old or can be replaced with more reliable equipment. The article "Analyzing Machine/ Equipment Breakdown Reports From CMMS Software" may be useful in helping you do this. 4. Task dropped because a higher priority task came up: This is something that can happen quite frequently. In fact in our "Maintenance Management Tips For Success" e-booklet we recommend organizing a schedule where it is possible to drop lower priority tasks when higher priority unplanned/ breakdown tasks come up. For such dropped tasks you should try to catch up when you can and make sure that they get completed/ canceled in a reasonable time period. 5. Work order no longer needed: For example you may have a monthly preventive maintenance check where a filter is replaced. The equipment breaks down just before this check is due and as part of the service the technician replaces the filter and does the other steps in the preventive maintenance check. The check is no longer required this month. Another cause could be that the equipment on which the work is being done is no longer in service or is out of service for other reasons. In such cases you need to cancel these unneeded work orders.

6. Unable to get access to the equipment/ location because it is in use: You may be unable to complete work because another department (e.g. operations) is using the equipment and cannot afford to have it shut down for maintenance. If this is critical maintenance that is being delayed you need to escalate this to management because such delayed maintenance may result in premature equipment failures. At this point the maintenance department will most likely take the blame! Ideally you should use something like the Equipment Calendar Report to identify and schedule maintenance with other departments to reduce such missed work. Read the article "Equipment Maintenance Calendars & Scheduling Preventive Maintenance" for more information.

7. Someone forgot about it: This can happen more often than not especially when you have many work orders to track. This is where CMMS software can be really useful and can help you keep track of missed maintenance as well as give you reminders as needed.

8.1

Backlog and priority system

8.2

The key aspects of successful backlog management are: Setting objectives Setting/agreeing priorities Establishing the organizations responsibilities and relationships Implementing the processes to met the objectives Measuring the performance Reviewing the performance Auditing the process

Figure 8.2.1 Backlog and priority system management flow chart

1. The first step in managing the backlog requires that the work be properly identified and prioritised by maintenance and operations together. A rigorous examination of the work requested needs to be carried out. This will remove duplicate work, finished work, unwanted work and modifications (modifications need to go through the 'management of change' process, modifications need engineering and fiscal approval, a modification is not maintenance work) out of the list.

2. Planning maintenance, including, looking at resources, estimates and parts (how to do the job!). It is the development of a detailed programme to achieve an end.

It is the advanced preparation of a specific job It ensures the task is performed in an efficient and effective manner It ensures that all necessary logistics have been coordinated for the job execution phase to take place at a future date

It is the process of detailed analysis that determines and describes the work to be performed, the sequence of associated tasks, methods to be used for their performance, and the required resources, including:
o o o o o o

skills, crew size, man hours, parts, materials, special tools and equipment

An estimate of the total cost identification of safety precautions required permits communication requirements reference documents - vendor manuals, drawings, wiring diagrams etc

Co-ordination

Encompasses the logistical efforts of assembling all necessary resources so that the job is ready to be scheduled. Interfaces with:
o o o o o

Purchasing Stores Operations Engineering Maintenance

Reviewing all jobs ready to be executed and decides on priority.

Planners need to know how to estimate the work. A good planner is a good estimator! Repair procedures save time when executing corrective work. Do you have any?

3. Scheduling (when to do the job!)

Is the process whereby the labour, resources and support equipment are allocated / appointed to specific jobs at a fixed time (often when operations can make any associated equipment / system available). The schedule represents when the organisation expects the task to be carried out, and when the resources are available.

4. Job execution and follow up of work in progress. Is the right maintenance work being completed at the right time with the right resources? Managing Backlog involves getting the planning and scheduling right. To help the planning process it is normal to run with approximately 2 man weeks of Backlog per technician. If you are constantly below that figure then you could be overmanned. If the Backlog climbs to 4 man weeks then consider overtime working or bringing on additional resources. Trending the Backlog aids management decision making. There are several different ways to measure Backlog. These are:

Measuring Total Backlog Discipline Backlog (Backlog be mechanical, electrical, instrument discipline)

Conclusion The proposal report has briefly focused on the various aspects of maintenance management. Maintenance is expected to play even much bigger role in years to follow,as industries worldwide are going through an increasing and stiff competition and increased automation of plants. The downtime cost for such system is expected to be very high.To meet these challenges, maintenance has to use latest technology and management skills in all spheres of activities to perform its effective role in profitability of the company