10

A STUDY ON EQUIPMENT MAINTENANCE AND MANAGEMENT IN

LARGE CONSTRUCTION COMPANIES
By
V.SUBBURAJ.
(Reg No.15204013)

A PROJECT REPORT
Submitted to the Department of Civil Engineering
in the FACULTY OF ENGINEERING AND TECHNOLOGY

In partial fulfillment of the requirements

for the award of the degree
Of
MASTER OF TECHNOLOGY
IN
CONSTRUCTION ENGINEERING AND MANAGEMENT

S.R.M ENGINEERING COLLEGE

S.R.M. INSTITUTE OF SCIENCE AND TECHNOLOGY
Deemed University

May 2006

11

BONAFIDE CERTIFICATE

Certified that this project report titled A STUDY ON EQUIPMENT

MAINTENANCE

AND

MANAGEMENT

IN

LARGE

CONSTRUCTION

COMPANIES is the bonafide work of Mr. V.SUBBURAJ. who carried out the research
under my supervision. Certified further, that to the best of my knowledge the work
reported herein does not form part of any other project report or dissertation on the basis
of which a degree or award was conferred on earlier occasion on this or any other
candidate.

Signature of the Guide

( Mrs.G.Sathyavathy.)
Assistant Professor

Signature of the H.O.D

( Dr.M.Lakshmipathy.)

12

CHAPTER I

INTRODUCTION

1.1

IMPORTANCE OF EQUIPMENTS

With the advent of heavy construction equipment and the approach of large
construction company of converting the construction sector to a more mechanized and
in turn an organized sector has made it mandatory for maintaining the fleet of
equipments to perform to its optimum.

Since machinery and equipment which have become an integral part of any
construction activity and plants and machinery now constitute a substantial portion of
the construction cost in a project (in tune of 10 to 30 percent of total project cost
depending upon the extent of mechanization), has to be maintained to turn the project
into a profit making center for any organization. And also because the cost of
maintenance of any equipment is in tune of 200 to 250 percent of cost of equipment it
has become imperative for going in for maintaining the equipment during its expected
life cycle.

Equipment maintenance is a science because it involves scientific and technical

know how of different machineries involved, and it is an art because for identical
problem it may require different treatment or action or process. We need equipments for

13

technical and speedy construction and at the same time for economical and timely
completion of project.

1.2

OBJECTIVE

The objective of this thesis is (i) To study the various maintenance management
practices that are currently being employed by large construction sector. (ii) To identify
the best practices for effective maintenance management. This study will help to
understand the maintenance phenomenon and factors responsible for better efficiency
and less operating cost of owning and operating by reducing the downtime of
equipment. In addition to the above mentioned objective the study will specifically aim
at following aspects.
Maintenance budget allocation system,
Using software package, Creating a database for carrying out preventive
maintenance as per schedule, as well as for maintaining daily status report of
equipment deployed at site.
Quality and safety in maintenance,
Study of management of spare parts and inventory control,
Identifying the best practices of maintenance for the Indian scenario.

ii

1.3

NATURE AND SCOPE OF STUDY

There are mainly four types of maintenance

Reactive maintenance / Breakdown maintenance / Corrective maintenance.
(Failure Based Maintenance)
Predictive maintenance and Reliability centered maintenance. (Condition Based
Maintenance)
Preventive maintenance/ Scheduled maintenance. (Time Based maintenance)
Proactive maintenance(Advanced Maintenance technique)

1.3.1

Reactive maintenance

Reactive maintenance is basically the "run it till it breaks" maintenance mode.

No actions or efforts are taken to maintain the equipment as the designer originally
intended, either to prevent failure or to ensure that the designed life of the equipment
is reached. Reactive maintenance is still the predominant mode of maintenance in the
Indian construction scenario.

The break down of the maintenance program as followed in India:

a) 67 percent Reactive

b) 31 percent Preventive

c) 2 percent Predictive

The advantages are

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Has lower initial costs

Requires fewer staff

The disadvantages are

Increases costs due to unplanned downtime of equipment
Increases labor costs, especially if overtime is needed for untimely repairs or
replacement
May increase costs associated with repair or replacement of equipment
May result in possible secondary equipment or process damage from equipment
failures
Is an inefficient use of staff resources.

1.3.2

Predictive Maintenance

A predictive maintenance approach strives to detect the onset of equipment

degradation and to address the problems as they are identified. This allows casual
stressors to be eliminated or controlled, prior to any significant deterioration in the
physical state of the component or equipment. This leads to both current and future
functional capabilities. Predictive maintenance techniques provide data that define
required servicing and inspection periods so that maintenance departments can
determine in advance when equipment must be shutdown for overhaul. Statistics are
proving that these programs, when properly implemented, can minimize equipment
and system breakdowns, resulting in a major reduction in total maintenance and
operating costs.

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Six major diagnostic tools in predictive-maintenance program on a regularly

scheduled basis.
Oil and Wear Particle Analysis
Vibration Analysis
Infrared Thermography
Electrical Testing
Ultrasonic/Acoustic
Process Variables/Inspections/Non-Destructive

The advantages are

Provides increased component operational life and availability
Allows for preemptive corrective actions
Results in decrease in equipment and/or process downtime
Lowers costs for parts and labor
Provides better product quality
Improves worker and environmental safety
Raises worker morale
Increases energy savings

The disadvantages are

Increases investment in diagnostic equipment

Increases investment in staff training

Savings potential is readily seen by management

1.2.3

Preventive Maintenance

Preventive maintenance refers to a series of actions that are performed on

either a time-based schedule or a schedule based on that of machine-run time. These
actions are designed to detect, preclude, or mitigate degradation of a system (or its
components). The goal of a preventive maintenance approach is to minimize system
and component degradation and thus sustain or extend the useful life of the
equipment. Basic activities involved in preventive maintenance
Periodic inspection of equipment to uncover conditions leading to production
breakdowns or harmful depreciation.
Upkeep of equipment to minimise downtime and breakdown conditions while
they are still in a major stage.

Preventive Maintenance Technologies Applications

Lubricating
Cleaning
Replacement
Inspecting

The advantages are

Is cost effective in many capital intensive processes and equipment

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Provides flexibility for the adjustment of maintenance periodicity

Increases component life cycle
Generates energy savings
Reduces equipment and/or process failures
Results in an estimated 12percent to 18percent cost savings over that found in a
reactive maintenance program

The disadvantages are

Does not eliminate catastrophic failures
Is more labor intensive

1.2.4

Proactive Maintenance
While predictive maintenance uses online condition monitoring to help

predict when a failure will occur, it doesn't always identify the root cause of the
failure. That's where proactive maintenance comes in. Proactive maintenance relies
on information provided by predictive methods to identify problems and isolate the
source of the failure.

According to major industries throughout the world, its time to throw out
your old ideas on machine maintenance. The cost-saving trend is toward a
maintenance program that targets the root causes of machine wear and failure.
Because proactive maintenance methods are currently saving industries of all sizes
thousands, of rupees on machine maintenance every year. In many companies it
often exceeds annual net profit

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1.3

TOOL FOR THE STUDY

1.3.1

Questionnaire

A questionnaire shall be prepared for collecting data from site regarding

maintenance of existing equipment, Inspection record ( i.e. daily/weekly/monthly),
repair cost incurred, inventory and spares maintenance, basic infrastructure needed,
safety measures adopted etc.

1.3.2

Software package

MS (Access) will be employed for creating a database for carrying out

preventive maintenance as per schedule as well as for maintaining daily status report
of equipment deployed at site.

1.4

METHODOLOGY

Step 1: Study literature available in the form of books, journals, periodicals,

magazines and equipment maintenance manuals of various manufacturing companies
to get to proper understanding of the issue.

Step 2: List out various books required for reference and related to topic, collect
literature and carry out desk research.

Step 3: Study the maintenance manuals provided by various manufacturers.

viii

Step 4: Conducting interviews with the concerned personnel.

Step 5: Visit site for data collection and details of maintenance methodology adopted
in actual.

Step 6: Analyse the data collected at site and compare it with the standard procedure
of maintenance.

Step 7: Identifying the best practices and recommend a model for effective
equipment maintenance management.

1.5

LIMITATIONS OF THIS STUDY

The main limitations and constraints for this research study are the paucity of
the time and crunch of finance/fund. So, the research is restricted to limited number
of case studies. Of course the study has all the limitations of the sampling method
and the weaknesses of analytical tools used for the analysis of data collected.

CHAPTER 2

EQUIPMENT MANAGEMENT IN CONSTRUCTION INDUSTRY

2.1

INTRODUCTION

Equipments are main assets of a company in todays scenario with increase in

infrastructure, heavy demand with increase in complexity of construction,

ix

construction plant and equipment has become integral part of every project. In
construction, plant and equipment contribute a great deal towards speed, quality,
safety and efficiency of a project.

The mechanization began to show up in the 1960's in construction projects.

Initially, government bodies such as Ministry of Surface Transport (MOST) and
Public Works Department (PWD) imported equipments and hired them out to
contractors for execution of works. The market was accordingly limited in scope. In
the 1980's, the projects began to be increasingly granted on turnkey basis. Project
sizes also became larger and external funding agencies started mandating the use of
appropriate equipments for works funded by them. Gradually, one of the criteria for
pre-qualification of contractors became the ownership of equipments. Faster project
execution required state-of-the-art equipment. The average unit cost of construction
equipment in the construction works became around 15 to 20 percent.

2.2

ADVANTAGES AND DISADVANTAGES OF USING EQUIPMENTS

The construction planning and execution is a synthesis if speed, safety,

efficiency economy, and the use of equipments offers some advantages. However
there are some severe handicaps with the usage of equipments, especially in
developing countries.

2.2.1 Advantages of using machines

Use of machines helps in speedy construction and thereby the project facility
starts to give returns earlier as compared to manual construction, which
consumes much more time.
Economic considerations of early completion such as reduction in overheads, less
escalation etc.
Machines are capable of handling tough work and can be expected with a fair
degree of effectiveness.
While the availability of human labor is sometimes uncertain, machines are
dependable and are unaffected by social and economic conditions of the region.
Where the work involved includes large quantities to be handled for long
distances, machines work out to be cheaper.
Machines performance can be assessed more accurately than that of the human
resource and thereby adherence to schedules is easier.
Use of mechanical equipment has long range benefit in creating technical knowhow and skilled workmen who could prove assets in the countrys technical
development.
Use of indigenous machines reflects on the manufacturing industry and faster
industrialization of the country.

2.2.2 Disadvantages of using machines

Use of equipment results in dependence for supply of spare parts and specialists
services of manufacturers. The non-availability of these things causes downtime
and financial losses by way of lost working time.

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Often the overall cost of working of machines has been found to be more than the
first estimates showed. Some machines consume spare parts costing as much as
200 percent of original estimates.
Sometimes the delay caused in procurement, trans-shipment, installation and
commissioning may be more than offset the gain in time expected as a result of
using equipment.
The disposal of the equipment profitably after completion of a project may prove
difficult, resulting in capital loss to the project. Similarly, disposal of large
quantities of spare parts for obsolete models may pose serious problems.
Where work can be successfully accomplished by manual labor, use of machines
aggravates extent of unemployment and creates social problems.

2.3 GROWTH OF CONSTRUCTION EQUIPMENTS IN INDIA

India had only a few construction equipments, in the pre-independence

period. The equipments were used for the first time in construction in India in 1913
and it was a steam driven crane. Later equipments like draglines and shovels were
used in the construction of Sind Barrage Canal System. A gasoline tractor was used
as a hauling unit in the year 1930-33. The first known ownership of construction
equipment by a contractor was in 1937. There were only 23 machines of total value
of Rs.25.28 lakhs with Irrigation Department and contractors all over India.

The gross value of equipment used in India also increased since independence. In
1950, India had 95 machines valued at Rs.0.421 crores, in 1960 it had 934

xii

machines valued at Rs.12 crores, in 1970 it went up to 643 machines valued

Rs.21 crores and in 1979 it was 16048 machines valued Rs.297.5 crores. Of these
l6048 machines, 1494 numbers valued at Rs.26.35 crores were owned by private
companies, 7134 machines valued Rs.132.73 crores were owned by State
Governments and the remaining by the Central Government. Out of the total
stock of equipments in 1979, 74 percent of equipment by value was imported and
these were mostly excavators, tractors, dumpers, scrapers, graders and loaders.
Equipments like cranes, locomotives, belt conveyors, vibratory rollers, fork lifts
and pile driving equipment were imported even though indigenous stock was in
hand. Some equipment like cableways, rocker shovels, ditchers and trenchers,
asphalt distribution, paver finishers and spreaders were totally imported. Thus,
the import component of construction equipment in India remained high till
1979. Rapid indigenisation took place thereafter. The domestic production of
construction equipment reached nearly USD 1.9 billion in 2000, from the
previous year's output of USD 1.6 billion. The expanding construction market is
pushing up the production of technologically advanced machinery in India.
Currently Indian firms manufacture a limited range of construction equipment.
Major construction equipment manufacturing companies are Bharat Earth
Movers Limited (BEML), Heavy Engineering Corporation, Hindustan Motors
(HM), Larsen and Turbo (L & T), Escorts JCB, Ingersoll Rand etc. Other
prominent manufacturers of construction equipment in the mid segment are
Condequip, Alien Buildwell, Gujarat Apollo, Ashok Engineering, Leo Road
Equipments, and Jaypee etc. Many of these companies have technical
collaboration with foreign firms. The growth of construction equipments by value

xiii

during the period 1940-2000 is taken from Construction Equipment Industry in

India By Mr. Ramesh Babu in March 2003 shown in Table 2.1.

TABLE 2.1GROWTH OF CONSTRUCTION EQUIPMENTS BY VALUE 19402000

SI.No

Year

Machines (Nos.)

Value (Crores)

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.

1940
1945
1950
1955
1960
1965
1970
1979
1984
1998
1999
2000

2
2
95
238
934
2197
643
16048
N.A.
N.A.
N.A.
N.A.

0.0074
0.0040
0:421
1.62
12.04
38.71
21.06
297.54
408.44
6600.00
8000.00
9870.00

Table 2.1 is referred from Construction equipment Industry in India by

Mr. Ramesh Babu in the year 2003

xiv

Government, though belatedly, has assigned the topmost priority for

development of infrastructure in the country and the result is the launching of
numerous ambitious projects such as Golden Quadrilateral and North South and
East-West Corridor under National Highways Development Project (NHDP),
Pradhan Mantri Gram Sadak Yojana (PMGSY) and the River Interlinking to name a
few. Besides, Government has taken initiatives for private sector participation, loan
assistance from external agencies, like, World Bank, Asian Development Bank,
Japan Bank for International Cooperation.

This goal can be achieved only by mechanized construction as only modern high
performance construction machinery can ensure process control in real time for
achieving end product quality conforming to design specifications. For speedy
construction works to complete the project within a fixed time frame, deployment of
adequate and appropriate machinery has to be ensured. Moreover, mechanized
construction aims at technology up gradation. Table 2.2 is referred from
Construction equipment Industry in India by Mr. Ramesh Babu in the year 2003

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TABLE 2.2. POPULATION OF CONSTRUCTION EQUIPMENTS IN INDIA

DECEMBER 2001
Sr. No.

Equipment

Number

1.

Mobile

15000

2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.

Mini
Wheeled
Crawler
Crawler
Crawler
Wheeled
Backhoe
Skid-Steer
Rough
Dump Trucks
Motor
Motor
Mobile
Asphalt
Compaction
Total

200
200
1 2000
8000
160
6000
15000
130
90
10000
750
200
8100
1400
22000
99230

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TABLE 2.3 PROJECTED SALES OF CONSTRUCTION EQUIPMENT

AND MACHINES IN INDIA 2001-05
(Nos.)
Sr.

Equipment

No.

Year
2001

2002

2003

2004

2005

1.

Mobile Cranes

585

600

615

650

690

2.

Mini Excavators

80

90

120

150

180

3.

Wheeled Excavators

10

4.

Crawler Excavators

1950

2100

2250

2400

2550

5.

Crawler Dozers

350

360

375

395

415

6.

Crawler Loaders

7.

Wheeled Loaders

400

420

480

530

580

8.

Backhoe Loaders

3500

3300

3000

3200

3500

9.

Skid-Steer Loaders

70

85

100

125

150

10.

Rough Terrain Lift Trucks -

11.

Dump Trucks

385

405

418

430

455

12.

Motor Graders

160

220

300

350

420

13.

Motor Scrapers

14.

Mobile Compressors

1680

1850

2000

2250

2400

15.

Asphalt Finishers

150

175

210

250

300

16.

Compaction Equipment

770

865

960

1130

1500

Total

10068

10478

10839

11876

13166

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Table 2.3 is referred from Construction equipment and job planning by Deodhar.
S.V in 2nd edition 2001
TABLE 2.4 DEMAND PROJECTIONSROAD MACHINERY(YEARS 2000-15)
Product

2005/6

2010/11

2015/16

Hydraulic Excavator

6225

9350

14000

10450

15700

Excavator

Loaders 6960

(Wheeled) TMB
Front end Loaders

3225

4837

7255

Crawler Tractors &

1630

2450

3675

Mobile Cranes (Wheeled 2580

3870

5805

1340

2345

Dozers

and Crawler)
Vibratory Rollers (6-10 760
tons) Soil & Asphalt
Road Rollers (Static)

1000

1200

1400

Asphalt Pavers- Mech.

300

400

500

130

160

200

125

150

175

Hot Mix Plants PTO 15 600

700

800

200

250

Hydrostatic
Motor Graders

T
Above 20 T

150

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Table 2.4 is referred from Construction equipment and job planning by Deodhar.
S.V in 2nd edition 2001

2.4

PLANNING FOR CONSTRUCTION EQUIPMENT

Equipment planning on major construction projects includes besides its

selection, the decision about working shifts, number and size of machines, the
matching of units working in a team, procurement schedule and the arrangement of
necessary technical staff to operate, service and repair of the equipment. Planning of
workshop and store facilities is also an important aspect of equipment planning.

The type of equipment selected for removal of soil usually depends upon soil
and valley conditions and upon the characteristics of material to be handled. The
number and size of machines selected depend upon the magnitude of work, working
days available and number of shifts worked in a day. Size matching of all equipments
working in a group is vital. The procurement plan must be in line with the
construction schedule. Also, planned with equipment procurement should be the
spare parts for it and supplies of fuels, oils, lubricants etc. for its operation. Suitable
service facilities are vital to realize the planned output rate of equipments.
Availability of operation and maintenance staff having adequate quality and number
for the operation of equipment is essential to obtain full production. The use of
mathematical models of the operation of equipment can be used for planning and
selection of construction equipment.

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Equipment planning shall include the following aspects.

Selection of equipment.
Number and sizes of units.
Matching capacities.
Schedule of procurement.
Arrangement of skilled staff for operation and maintenance.
Establishment of service and repair facilities.
Maintenance of spare parts inventory.
Decision regarding number of shifts per operation.

A systematic approach in respect of planning for equipment is necessary,

incorporating all the factors detailed above. In addition an important factor to be
considered is the necessary inter-disciplinary acceptance of the planning for
equipment. In a majority of the cases a Civil Engineer may head project whereas the
construction equipment management will demand close liaison with mechanical and
electrical engineers. It will be prudent to have detailed consultations among the
disciplines before the final choice of the equipment.

2.5

SELECTION OF EQUIPMENT

A contractor is frequently confronted with the problem of the selection of the

most suitable equipment as he plans to execute the project. Equipment purchase

xx

involves initial heavy investments. In the long run, equipment adds to the
profitability by reducing the overall costs, provided the equipment is properly
planned, technically scrutinized, economically procured and effectively managed.
Poor selection and bad management of equipment are generally attributed to task
mismatch, unplanned requirement forecasts, hasty purchase decisions, inadequate
repairs and spares supply, and lack of maintenance. The rapid development in
equipment technology during the past several decades has brought in to market wide
range of equipment making their selection more and more difficult.

The proper selection of equipment judicious deployment of the same on work

is one major factor, which will go a long way in helping the contractor to maintain
the completion targets of his contract within the estimated cost. Selection of an
equipment to perform an assigned task depends on many interrelated factors. These
factors are outlined in further sections.

2.5.1

Task Considerations

Nature of task and specifications.

Daily or hourly forecast of planned production.
Quantity of work and time allowed for completion.
Distribution of work at site.
Interference expected and interdependence with other operations.

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2.5.2

Site Constraints

Accessibility to location.
Maneuverability at site.
Working space restrictions.
Altitude and weather conditions.
Working season and working hours.
Availability of local resources of manpower, materials and equipment.
Availability of equipment hiring. Repair and maintenance facilities, locally.
Availability of fuel, oil and lubricants.

2.5.3

Equipment Suitability

Type of equipment considered suitable for the task.

Make models and sizes of special purpose, and general-purpose equipment
available that can handle the task.
Production capability, serviceability condition and delivery time of each
equipment available.
Equipment already owned by the contractor.
Usefulness of the suitable equipment available for other and future tasks.

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2.5.4

Operating Reliability

Manufacturers reputation.
Equipment components, engine-transmission, brakes, steering operators cabin.
Use of standard components.
Warranties and guarantees.
Vendors after sale service.
Operators acceptability, adaptability and training requirements.
Structural designs.
Preventive maintenance programme.
Safety features.
Availability of fuel, oil and lubricants.
Maintainability:
Ease of repair and maintenance.
Vendors after sales and service, repairs, spares and maintenance.
Availability of spare parts.
Standardization consideration.

2.5.5

Economic Considerations

Owning costs.

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Operating costs.
Re-sale or residual value after use.
Replacement costs of existing equipment.
Unit cost of production.

2.5.6

Commercial Considerations

Use of available equipment.

Buy second-hand or new equipment.
Rent equipment.
Hire-purchase equipment.
Purchase or lease.

Equipment selection analysis considers various factors but not necessarily

limited to the above mentioned. It leads to alternatives for acquiring the required
equipment. It is then for the management to make decision after careful consideration
of all the facts. In most cases the final equipment selection decision is likely to be a
compromise between what is ideally required and what can actually be obtained
economically.

2.6

ESTABILISHMENT OF EQUIPMENT PERFORMANCE NORMS

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Selection of equipment needs careful thought to ensure efficient and effective

performance. Though the actual selection would depend on factors like type of work
and its magnitude, location etc. Certain guidelines can be laid down.
2.6.1

Equipment Acquisition Options

A project has multifarious activities where plant can be employed effectively

and efficiently, but this does not justify purchasing plant to perform all activities.
Purchase of plant requires heavy investment of capital, and no contractor can afford
the luxury of owning all types of plant and machinery required in a project.
Contractors have a number of options for acquiring plant. These include the
following:
1) Purchase
Outright
Guaranteed buy-back
2) Renting
3) Leasing and Hire-Purchase
4) Outsourcing

2.6.2 Spare Parts and Inventory Control

This is a job, which needs the exact balance between availability of spares
and low inventory cost. On one hand it should provide proper assurance for
availability of desired spare parts in proper time and quantity. And on other hand

xxv

should not result in excessive stocking or blocking up of capital. Proper planning is

very essential to get the best result.

2.6.3

Equipment maintenance Plan

The Maintenance plan determines the quality of maintenance work. A

singular aspect of maintenance activities is the difficulty of accessing the quality of
work done. If maintenance work is poorly done it may lead to a breakdown because
of the intervening time lag, whoever it is hard to judge whether the breakdown was
due to maintenance errors or defective parts. In other words the quality of
maintenance must assure the quality of the work itself. To accomplish thus, each
individual member of the maintenance crew must have sense of responsibility and
consider methods for preparing, executing, and validating his or her own work.

From standpoint of efficiency, work planned for in advance can be

accomplished for more quickly than work done in relation to abrupt failure. To raise
the level of maintenance, quality and efficiency, it is essential to create a
maintenance plan and make tenacious preparation prior to its execution. When
perusing planned maintenance the maintenance crew should say, lets curb
breakdown. The benefits of creating maintenance plan can be summarized as
follows

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The number of operational steps can be reutilized.

Human resource required can be planned so that required personnels are
available.
Errors in the procurement of material, spare parts and subcontracting work can be
prevented.
Quality can be checked and better material can be procured.
By devising related work detail plans, schedules can be set so that they are
coordinated with production plans.
Repair cycle can be identified so that measures can be taken in a timely fashion.
Standardization patterns for repair work can be identified enabling the work to be
done efficiently.
Simultaneously repair plans can be devised.
Peoples sense of responsibility can be encouraged.
Through planned work activities large volume of work can be more efficiently
accomplished.

2.7

ECONOMICS OF CONSTRUCTION EQUIPMENT

Economics of construction equipment is a study of the cost accounting

process pertaining to the working of the machinery and includes computation of
plant use rates and unit cost of production. The investment criteria with a view to
acquire a piece of equipment or to retire it based on economic evaluation may also be
included under equipment economics. Another aspect of the cost accounting process
is the up-keep of records pertaining to equipment. Without these records it would be

xxvii

impossible to control equipment costs and valuable information necessary in future

equipment selection would be lost. Hourly owning and operating costs for a given
machine can vary widely because they are influenced by many factors
Cost of equipment delivered to owner
Conditions under which it is used
Number of hours it is used per year
Number of years it is used
Maintenance and repair for the equipment
Demand for the used equipment when it is sold, which will affect the salvage
value

In order to optimize the procurement and utilization of the construction

equipment, it is necessary to understand the various factors of cost of using the
equipment. The various factors are listed subsequent sections.

2.7.1

Ownership Cost

The ownership costs are in the nature of fixed costs, as they have to be
incurred irrespective of the quantum of use. These are real costs as far as an
organization is concerned but they are notional for a site. They are also called as
Performa charges.

Depreciation
Interest

xxviii

Insurance and storage

Transport and setting up
Miscellaneous and overhead.

2.7.2

Operating Cost

The operation costs are directly related to the quantum of use and efficiency
of the equipment. These costs are normally incurred by the sites and are too apparent
and real.

Fuel and Energy

Lubricants
Spares and Consumables
Operating Manpower
Repair Manpower
Miscellaneous and Overhead
Total equipment cost = Ownership cost+ Operating cost

2.8 EQUIPMENT MAINTENANCE

Maintenance of a piece of equipment is the operation of keeping its various

components in their original form as far as possible with the view to ensure that
safety and production in operation do not deteriorate. It includes servicing, inspection

xxix

and adjustment, small repairs in the field, major repairs and overhaul in main
workshops and proper is of laid-up machine. The objective of maintenance would be:
To maximize availability of machinery and facilities needed for smooth
production.
To minimize downtime due to breakdown of machinery.
To ensure long life of the machinery to avoid high rate of depreciation of capital.

2.9 NEED FOR EQUIPMENT RECORDS AND WORKSHOPS

Construction is the ultimate objective of a design and machines make

accomplishment of that objective possible. Mechanized construction is indispensable
under certain conditions for quick, efficient and quality oriented execution of the
projects. The ability to win contracts and to perform them at a profit is determined
for the construction contractor by two vital assets: people and equipment. To be
economically competitive, a contractors equipment must be competitive, both
mechanically and technologically. Optimizing in the management of an equipment
spread is critical for a contractor in achieving a competitive pricing position.

In order to achieve this, it is essential that there is in place a system that

provides with the required data for making rational equipment decisions. Records are
the basic documents that provide these vital data and therefore it is essential to
ensure that records are designed and in place to serve the purpose.

xxx

Machinery and equipment which have become an integral part of any

construction activity, and plants and machinery now constitute a substantial portion
of the construction cost in a project (in tune of 15 to 20 percent of total project cost
depending upon the extent of mechanization), has to be maintained to turn the project
into a profit making center for any organization. The plant and machinery (P&M)
workshops on site are the places wherein this maintenance are carried out and
therefore it is necessary that the project sites are provided with a well planned and
equipped P and M workshop.

CHAPTER 3

ESTABLISHING AND MANAGING THE MAINTENANCE FUNCTION

3.1.

INTRODUCTION

TO

THE

THEORY

AND

PRACTICE

OF

CONSTRUCTION EQUIPMENT MAINTENANCE

Equipment maintenance is not simply preventive maintenance, although

preventive maintenance is an important ingredient. It is not lubrication, although
lubrication is a function of maintenance. It is not a hasty rush to repair a broken
machine part or replace a faltering bearing, although these are maintenance activities.
Equipment maintenance is a science, an exercise in economics, and art, and a
philosophy. Because maintenance is all these things and because too many
practitioner treat it wholly as one of its components.

xxxi

3.2.

GENERAL DOS AND DONTS FOR MAINTENANCE

Dos
Do keep the equipment clean.
Do processes operation and maintenance manuals and be thorough with
equipment manufacturers instruction.
Do pay particular attention to lubrication.
Do use only genuine spares.
Do keep all nuts and bolts tight.
Do examine engine oils and radiator water daily, before starting equipment.
Do attend periodic preventive maintenance.
Do take steps to keep all meter and safety device working.

Donts
Dont overload engine and equipment.
Dont run engine if black smoke is coming out of exhaust.
Dont use cotton waste, while cleaning engine parts.
Dont mix different brands of oils.
Don t observe economy only in cost of maintenance
Dont store fuel, oil in galvanized containers.

3.3 PRECAUTION FOR MAINTENANCE

xxxii

Before carrying out maintenance

Notification of failure should be given to proper person who has an in depth
knowledge of the equipment.
Warning tags showing Do not operate should be attached on work equipment,
so that no one tries to operate the equipment unknowingly.
Clean before inspection and maintenance.
Keep work place clean and tidy.
Take care that enough fire fighting arrangement is established and restriction of
smoking is initiated.
Take care that the engine is stopped before carrying out inspection and
maintenance.
See whether proper rigging tools, repair tools are present at workshop and at site
before carrying out maintenance work.

During maintenance
Only authorized persons should be allowed to attend to the maintenance of
equipment.
Store attachments in safe place and restrict unauthorized persons to go close to it.
While working under machine take care that the equipment is placed on firm
level ground.
Do not carry out maintenance with engine running, if it is necessary then take
care that the operator is seated to stop the machine in case of emergency.
Take care that no tools are left as it is inside the machine by mistake.

xxxiii

Take care that the mechanics are provided with personal protective equipments.
Repair should be carried out as soon as abnormality is reported.
Precaution should be taken while handling fuel, high-pressure hoses, highpressure oils, and while carrying out maintenance at high temperature.

3.4

IMPORTANCE OF WORKSHOP LAYOUTS

3.4.1 Introduction

The Plant and Machinery (P&M) workshops are the places wherein the
maintenance is carried out and therefore it is necessary that the projects are provided
with a well planned and equipped P&M workshop. These workshops should be
designed to meet the requirement of Inspection, Maintenance and Repair of
equipments. A well-equipped workshop with well-trained technical manpower will
develop confidence in the project team to complete the project in time.

3.4.2 Light repair workshop

The light repair workshops (Type A) are located in temporary

accommodation or on wheels at the Project Site. These workshops carry out
inspection, servicing and light repairs to equipments and are equipped with fast
moving spares for light repairs and few minor assemblies.

xxxiv

3.4.3 Field repair workshop

The field repair workshops (Type B) are generally located in zonal areas of
the company giving repair and maintenance cover to the projects in and around that
zone. These workshops are semi-state with full range of repair and maintenance
equipments. The workshop is stocked with adequate spares and assemblies for
replenishing the light repair workshops..

3.5

PROCEDURE FOR MAINTENANCE OF WORKSHOP

The following procedure is generally followed in workshops for repair and

maintenance.
The user sends the equipments for repairs/maintenance to the workshops with a
work order indicating likely defects in the equipment.
The Receipt and Inspection (R & I) Section acknowledges the work order.
The Inspection section carries out a thorough inspection of the defective
equipment and prepares a detailed defect list.
The Receipt and Inspection (R & I) section prepares a repair card listing all
defects in the equipment.
The defective equipment is moved to respective repair bays where it shall be
attended by mechanics under the supervision of shop foreman.

xxxv

The spares required for repair are drawn from the stores and old spares returned
to stores.
The shop foreman carries out a preliminary test on the repaired equipment and
then sends the equipment to the inspection team in R & I section for final testing.
The Receipt and Inspection(R & I) team finally carries out the inspection of the
equipment and endorses fitness certificate on the repair card.
The Receipt and Inspection (R & I) section closes the repair card after final tests
and records all repairs carried out and spares fitted in

the log book of the

equipment.
In case of major repairs beyond the scope of the workshop, the equipment is sent
to the next higher workshop by the inspection team after the approval of the
workshop officer.
The inspection team also determines the final classification of equipments based
on usage and major repairs.

3.6

PLANT ASSESSMENT AND BENCHMARKING

Next, current capabilities in each of the three major maintenance components,

have to be accessed
Maintenance processes
Maintenance resources
Maintenance technology
Use the assessment to identify missing capabilities so that we can develop or
procure them. Include training requirements and subcontracted service needs. Our

xxxvi

maintenance technology should be able to support predictive and proactive

maintenance.
The assessment also helps us to determine future exposure the loss of
critical in-house skill sets, especially through attrition and retirement. The best
solution may be to design unique requirements out of the plant.
Benchmarking can be a useful part of our assessment. It compares our operation to
other plants not to outdo them, but to identify best practices and useful strategies
that can help us improve.
Here are some examples:

TABLE 3.1 MAINTENANCE COST BENCHMARKS

General cost ratios

Best practice

Total maintenance cost / 3.4%

Range

1.5 - 5.0%

total output
Total maintenance cost / 2.3%
Estimated

2.0 - 5.0%

Replacement

Value
Maintenance labor cost /

1.5%

0.6 - 2.1%

Maintenance material cost 1.9%

0.8 - 2.4%

total output

xxxvii

/ total output

www.assetweb.com

TABLE 3.2 MAINTENANCE BENCH MARKS

Maintenance Performance

Best Practice

Range

Work order coverage

95%

80 - 95%

Scheduled compliance

>70%

35 - 70%

Preventive maintenance

95%

80 -100%

Planned work

95%

65 - 95%

Uptime

>78%

48 - 78%

Predictive

preventive 25%

10 - 25%

maintenance by operators
40%
Predictive
maintenance
hours/total
hours

preventive
labor
maintenance

18-40%

xxxviii

www.assetweb.com

3.6.1 Making Maintenance Work Processes More Efficient

Although maintenance management systems can help us reduce costs, we can

make substantial reductions even before introducing such a system by carefully
examining current maintenance work processes and changing the way some things
are done. In fact, making work processes more efficient is the first step toward
realizing the full potential of automated maintenance systems.
We have to ask our self these questions:
What phases of the maintenance process offer opportunities for improvement?
Which maintenance projects can probably be eliminated?
How can work analysis reduce maintenance costs?

3.6.2

Making Maintenance resources.

One of the steps in the work process methodology is maintenance resource

optimization.

Measurable results

xxxix

Any worthwhile change should add value to the operation whether that
value takes the form of reduced labor, longer equipment service life, less frequent
repairs to specific instruments, improved product quality, or greater plant throughout.
The implementation team should therefore establish goals and a way to measure
progress toward them.

Typically, after six months the implementation team should be able to

evaluate the results of any change and determine precisely how well the organization
has performed with respect to that particular goal. In cases where work processes
extend maintenance intervals beyond six months, the evaluation period may be
longer.

Of course, measurement depends on the availability of data, which the

Maintenance Management System should be able to supply. Make sure you select a
system capable of the necessary data indexing and retrieval and make sure
consistent, accurate data entry is part of employee training in the new work
processes.

xl

CHAPTER 4

EQUIPMENT

DETAILS

OF

THE

TWO

CONSTRUCTION

COMPANIES

4.1

INTRODUCTION

This chapter involves the equipment details and its usage in a month for both
the construction companies i)M/S Larsen & Toubro Ltd (L & T)

ii)

Consolidated Construction Consortium Ltd (CCCL). After the collection of data and
calculating and comparing them, the overall maintenance cost and its percentage
over the total expenditure of each equipment are found out.
Table 4.1 shows the list of equipments in L&T and their capacity and
identification.
Table 4.2 shows the list of equipments in CCCL and their capacity and
identification.
Table 4.3 shows the comparison of the maintenance cost of each equipment
and its details for both the companies
Table 4.4 and 4.5 show the usage of equipments in a particular month for
various projects and manually calculated breakdown maintenance cost, breakdown
working hours, total maintenance cost, percentage maintenance cost and average
working hours for L & T and CCCL companies respectively.

xli

Table 4.6 shows the comparison of the maintenance cost and its percentage
for concrete mixing equipments in both the companies.
Table 4.7 shows the comparison of the maintenance cost and its percentage
for earth moving equipments available in both the companies.
Figure 4.1 shows the comparison of the total number of concrete mixing
equipments available in both the companies.
Figure 4.2 shows the comparison of the maintenance cost for each equipment
of the various concrete mixing equipments for both the companies. It is clear that
L&T spends more for maintaining all the concrete mixing equipments in general and
particularly more for concrete pumps (200% more than CCCL).
Figure 4.3 shows the comparison of the total number of earth moving
equipments available in both the companies.
Figure 4.4 shows the comparison of the maintenance cost for each equipment
of the various earth moving equipments for both the companies
Table 4.8 which is the final stage in this chapter gives the overall
maintenance cost in both the companies and also the overall percentage maintenance
cost per month.

xlii

TABLE 4.1. LIST OF EQUIPMENTS IN THE L&T COMPANY

S No

Name Of the Equipment

Nos

Capacity

Identification

Dozers

BEML(D155)

Dozers

12

BEML(D80)

Motor Graders

27

155HP

BEML(GD 605R2)

Motor Graders

10

155HP

KOMATSU

Wheel Loaders

22

1.7cum

HM20-21

Wheel Loaders

1.7cum

L&T CASE W20

Excavator

13

900Lit

L&T Proclain

Back Hoe(Loader)

1.00cum

JCB

Back Hoe(Loader)

14

1.00cum

L&T case 580

10

Vibratory Rollers

40

10 Tonnes

L&T Vibromax

11

Vibratory Rollers

13

2.7Tonnes

Bomag

12

Heavy Crane

250 Tonnes

American

13

Heavy Crane

750 Tonnes

Link Belt

14

Crane(18LPH)

56

75 Tonnes

TATA 955

15

Crane(8LPH)

69

18 Tonnes

TATA 320

16

Crane(6LPH)

10

20 Tonnes

COLES 620

17

Crane(4LPH)

70

8 Tonnes

ESCORTS

18

Truck

70

10 Tonnes

Ashok Leyland

xliii

19

Mini Truck

18

6 Tonnes

TATA(407)

20

Tipper

76

6cum

TATA

21

Tipper

119

6cum

Ashok Leyland

22

Water Tankers

47

10000Lit

Ashok Leyland

23

Batching Plant

30

30cum

STETTER

24

Batching Plant

24

30cum

MILLERS

25

Concrete pump

44

56cum

STETTER

26

Hot Mixer Plant

120 Tonnes

LINHOFF

27

Hot Mix Plant

135 Tonnes

MARINI

28

Hot Mix Plant

90 Tonnes

Condecup

29

WMM Paver

60 Tonnes

Gujarat Apollo

xliv

TABLE 4.2.

S no

LIST OF EQUIPMENTS IN THE CCCL COMPANY

Name of the Nos

Capacity/hp

equipment

Make
identification

Crane

20 MT

Komatsu

Crane

30 MT

Tfi

Crane

75 MT

Tata

Crane

20 MT

Navin

Concrete

30 cum/hr

Greaves

52 cum/hr

Schwing

pumps
6

Mobile
concrete
pumps

Wheel dozers

2 MT

Tata

Wheel dozers

10

2 MT

Hindustan

Wheel dozers

3 cum

Volvo

10

Excavator

0.9 cum

Cater pillar

11

Excavator

200 hp

Cater pillar

12

Excavator

200 hp

Samsung

13

Excavator

300 hp

Daewoo

xlv

14

JCB

0.6 cum

Escort

15

JCB

0.6 cum

Tata

16

Motor graders

120 hp

Komatsu

17

Motor graders

13

120 hp

Cater pillar

18

Vibratory

10

10 MT

Greaves

10 MT

Escorts

10 MT

Kirloskar

rollers
19

Vibratory
rollers

20

Vibratory
rollers

21

Water tankers

41

10 KL

Tata

22

Water rankers

12 KL

Ashok Leyland

23

Tandem rollers 5

10 MT

Escorts

24

Tandem rollers 4

4 MT

Escorts

25

Tipper truck

110

10 MT

Tata

26

Tipper truck

20

25 MT

Ashok Leyland

27

Concrete paver 2

Wirtgen

28

Texturing and 2

wirtgen

curing
machine

xlvi

TABLE 4.3.

COMPARISION OF BOTH THE COMPANIES EQUIPMENTS

MAINTENANCE COST

EQUIPMENTS

TOTAL

NAME

EQUIPMENTS MAINTENANCE MAINTENANCE COST

TOTAL

NOS

MAINTENANCE

COST(Rs)

FOR

EACH
EQUIPMENT(Rs)

CCCL

L&T

CCCL

L&T

CCCL

L&T

CCCL

L&T

TIPPER

130

195

135200

276900

0.70%

1.07%

1040

1420

EXCAVATOR

12

13

37308

54560

1.38%

5.08%

3109

4127

BACK

16

5810

37280

1.04%

4.70%

830

2330

16

37

67360

364450

2.23%

10.85%

4210

9850

44

3450

154000

0.50%

3.92%

1150

3500

24

53

25200

106000

1.59%

3.78%

1050

2000

46

47

56580

66740

3.09%

1.72%

1230

1420

CRANE

205

7200

282900

4.22%

8.80%

800

1380

WHEEL

19

17

315096

26860

12.56%

1.995

16585

1580

HOE(JCB)
MOTOR
GRADERS
CONCRETE
PUMPS
VIBRATORY
ROLLERS
WATER
TANKERS

xlvii

DOZERS
TABLE 4.6.

COMPARISION OF THE MAINTENANCE COST AND ITS

PERCENTAGE FOR CONCRETE MIXING EQUIPMENTS.

EQUIPMENTS

TOTAL

NAME

NUMBER

CONCRETE

TOTAL

% MAINTENANCE

OF MAINTENANCE

MAINTENANCE
COST FOR EACH

EQUIPMENTS

COST(Rs)

EQUIPMENT(Rs)

CCCL

L&T

CCCL

L&T

CCCL

L&T

CCCL

L&T

44

3450

154000

0.50%

3.92%

1150

3500

24

53

25200

106000

1.59%

3.78%

1050

2000

13000

24000

3.8%

3.6%

4350

4800

PUMPS
VIBRATORY
ROLLERS
HOT

MIX 3

PLANT

COMPARISON OF NO OF EQUIPMENTS
60
50
40
NUMBERS 30
CCCL
L&T

20
10
0
CONCRETE VIBRATORY
PUMPS
ROLLERS

HOT MIX
PLANT

NAME OF THE EQUIPMENT

xlviii

Figure 4.1. Comparison of total number of concrete mixing equipments

COMPARISON OF MAINTENANCE COST FOR EACH

EQUIPMENT

5000
4500
4000
3500
3000
COST(Rs) 2500
CCCL

2000

L&T

1500
1000
500
0
CONCRETE
PUMPS

VIBRATORY
ROLLERS

HOT MIX
PLANT

NAME OF EQUIPMENT

Figure 4.2 Comparison of maintenance cost for each concrete mixing equipment

xlix

TABLE 4.7

COMPARISION OF THE MAINTENANCE COST AND ITS

PERCENTAGE FOR EARTH MOVING EQUIPMENTS.

EQUIPMENTS

TOTAL

NAME

NUMBER

TIPPER

EXCAVATOR

TOTAL
OF MAINTENANC

MAINTENANCE

COST

MAINTENANCE

FOR

EACH

EQUIPMENTS

E COST(Rs)

CCCL

L&T

CCCL

L&T

CCCL

L&T

CCCL

L&T

130

195

135200

27690 0.70%

1.07

1040

1420

54560 1.38%

5.08

3109

4127

830

2330

12

13

37308

EQUIPMENTS(Rs)

%
BACK
HOE(JCB)

16

5810

37280 1.04%

4.70
%

Comparison of No. of Equipment

200
180
160
140
120
No.of Equipment 100

CCCL

80

L&T

60
40
20
0
Tipper

Excavator

Back Hoe

Name of the Equipment

Figure 4.3 Comparison of total number of earth moving equipments

COMPARISON OF MAINTENANCE COST OF EACH EQUIPMENT

4500
4000
3500
3000
2500
COST(RS)

CCCL

2000

L&T

1500
1000
500
0
TIPPER

EXCAVATOR

BACKHOE

NAME OF THE EQUIPMENT

Figure 4.4 Maintenance cost for each earth moving equipment

li

TABLE 4.8. COMPARISION OF OVERALL MAINTENANCE COST

PARAMETERS

CCCL

L&T

OVERALL TOTAL MAINTENANCE COST PER MONTH

Rs 653204.00

Rs 1369690.00

OVERALL TOTAL MAINTENANCE COST PER DAY

Rs 21775.00

Rs45655.00

3.04

4.65

OVERALL PERCENTAGE MAINTENANCE COST PER

MONTH

CHAPTER 4

EQUIPMENT

DETAILS

COMPANIES

4.2

INTRODUCTION

OF

THE

TWO

CONSTRUCTION

lii

This chapter involves the equipment details and its usage in a month for both
the construction companies i)M/S Larsen & Toubro Ltd (L & T)

ii)

Consolidated Construction Consortium Ltd (CCCL). After the collection of data and
calculating and comparing them, the overall maintenance cost and its percentage
over the total expenditure of each equipment are found out.
Table 4.1 shows the list of equipments in L&T and their capacity and
identification.
Table 4.2 shows the list of equipments in CCCL and their capacity and
identification.
Table 4.3 shows the comparison of the maintenance cost of each equipment
and its details for both the companies
Table 4.4 and 4.5 show the usage of equipments in a particular month for
various projects and manually calculated breakdown maintenance cost, breakdown
working hours, total maintenance cost, percentage maintenance cost and average
working hours for L & T and CCCL companies respectively.

Table 4.6 shows the comparison of the maintenance cost and its percentage
for concrete mixing equipments in both the companies.
Table 4.7 shows the comparison of the maintenance cost and its percentage
for earth moving equipments available in both the companies.
Figure 4.1 shows the comparison of the total number of concrete mixing
equipments available in both the companies.
Figure 4.2 shows the comparison of the maintenance cost for each equipment
of the various concrete mixing equipments for both the companies. It is clear that

liii

L&T spends more for maintaining all the concrete mixing equipments in general and
particularly more for concrete pumps (200% more than CCCL).
Figure 4.3 shows the comparison of the total number of earth moving
equipments available in both the companies.
Figure 4.4 shows the comparison of the maintenance cost for each equipment
of the various earth moving equipments for both the companies
Table 4.8 which is the final stage in this chapter gives the overall
maintenance cost in both the companies and also the overall percentage maintenance
cost per month.

TABLE 4.1. LIST OF EQUIPMENTS IN THE L&T COMPANY

S No

Name Of the Equipment

Nos

Capacity

Identification

Dozers

BEML(D155)

Dozers

12

BEML(D80)

liv

Motor Graders

27

155HP

BEML(GD 605R2)

Motor Graders

10

155HP

KOMATSU

Wheel Loaders

22

1.7cum

HM20-21

Wheel Loaders

1.7cum

L&T CASE W20

Excavator

13

900Lit

L&T Proclain

Back Hoe(Loader)

1.00cum

JCB

Back Hoe(Loader)

14

1.00cum

L&T case 580

10

Vibratory Rollers

40

10 Tonnes

L&T Vibromax

11

Vibratory Rollers

13

2.7Tonnes

Bomag

12

Heavy Crane

250 Tonnes

American

13

Heavy Crane

750 Tonnes

Link Belt

14

Crane(18LPH)

56

75 Tonnes

TATA 955

15

Crane(8LPH)

69

18 Tonnes

TATA 320

16

Crane(6LPH)

10

20 Tonnes

COLES 620

17

Crane(4LPH)

70

8 Tonnes

ESCORTS

18

Truck

70

10 Tonnes

Ashok Leyland

19

Mini Truck

18

6 Tonnes

TATA(407)

20

Tipper

76

6cum

TATA

21

Tipper

119

6cum

Ashok Leyland

22

Water Tankers

47

10000Lit

Ashok Leyland

23

Batching Plant

30

30cum

STETTER

24

Batching Plant

24

30cum

MILLERS

25

Concrete pump

44

56cum

STETTER

lv

26

Hot Mixer Plant

120 Tonnes

LINHOFF

27

Hot Mix Plant

135 Tonnes

MARINI

28

Hot Mix Plant

90 Tonnes

Condecup

29

WMM Paver

60 Tonnes

Gujarat Apollo

lvi

TABLE 4.2.

S no

LIST OF EQUIPMENTS IN THE CCCL COMPANY

Name of the Nos

Capacity/hp

equipment

Make
identification

Crane

20 MT

Komatsu

Crane

30 MT

Tfi

Crane

75 MT

Tata

Crane

20 MT

Navin

Concrete

30 cum/hr

Greaves

52 cum/hr

Schwing

pumps
6

Mobile
concrete
pumps

Wheel dozers

2 MT

Tata

Wheel dozers

10

2 MT

Hindustan

Wheel dozers

3 cum

Volvo

10

Excavator

0.9 cum

Cater pillar

11

Excavator

200 hp

Cater pillar

12

Excavator

200 hp

Samsung

13

Excavator

300 hp

Daewoo

14

JCB

0.6 cum

Escort

15

JCB

0.6 cum

Tata

16

Motor graders

120 hp

Komatsu

lvii

17

Motor graders

13

120 hp

Cater pillar

18

Vibratory

10

10 MT

Greaves

10 MT

Escorts

10 MT

Kirloskar

rollers
19

Vibratory
rollers

20

Vibratory
rollers

21

Water tankers

41

10 KL

Tata

22

Water rankers

12 KL

Ashok Leyland

23

Tandem rollers 5

10 MT

Escorts

24

Tandem rollers 4

4 MT

Escorts

25

Tipper truck

110

10 MT

Tata

26

Tipper truck

20

25 MT

Ashok Leyland

27

Concrete paver 2

Wirtgen

28

Texturing and 2

wirtgen

curing
machine

TABLE 4.3.

COMPARISION OF BOTH THE COMPANIES EQUIPMENTS

MAINTENANCE COST

lviii

EQUIPMENTS

TOTAL

TOTAL

NAME

EQUIPMENTS MAINTENANCE MAINTENANCE COST

NOS

MAINTENANCE

COST(Rs)

FOR

EACH
EQUIPMENT(Rs)

CCCL

L&T

CCCL

L&T

CCCL

L&T

CCCL

L&T

TIPPER

130

195

135200

276900

0.70%

1.07%

1040

1420

EXCAVATOR

12

13

37308

54560

1.38%

5.08%

3109

4127

BACK

16

5810

37280

1.04%

4.70%

830

2330

16

37

67360

364450

2.23%

10.85%

4210

9850

44

3450

154000

0.50%

3.92%

1150

3500

24

53

25200

106000

1.59%

3.78%

1050

2000

46

47

56580

66740

3.09%

1.72%

1230

1420

CRANE

205

7200

282900

4.22%

8.80%

800

1380

WHEEL

19

17

315096

26860

12.56%

1.995

16585

1580

HOE(JCB)
MOTOR
GRADERS
CONCRETE
PUMPS
VIBRATORY
ROLLERS
WATER
TANKERS

DOZERS
TABLE 4.6.

COMPARISION OF THE MAINTENANCE COST AND ITS

PERCENTAGE FOR CONCRETE MIXING EQUIPMENTS.

lix

EQUIPMENTS

TOTAL

NAME

NUMBER

CONCRETE

TOTAL

% MAINTENANCE

OF MAINTENANCE

MAINTENANCE
COST FOR EACH

EQUIPMENTS

COST(Rs)

EQUIPMENT(Rs)

CCCL

L&T

CCCL

L&T

CCCL

L&T

CCCL

L&T

44

3450

154000

0.50%

3.92%

1150

3500

24

53

25200

106000

1.59%

3.78%

1050

2000

13000

24000

3.8%

3.6%

4350

4800

PUMPS
VIBRATORY
ROLLERS
HOT

MIX 3

PLANT

COMPARISON OF NO OF EQUIPMENTS
60
50
40
NUMBERS 30
CCCL
L&T

20
10
0
CONCRETE VIBRATORY
PUMPS
ROLLERS

HOT MIX
PLANT

NAME OF THE EQUIPMENT

Figure 4.1. Comparison of total number of concrete mixing equipments

lx

COMPARISON OF MAINTENANCE COST FOR EACH

EQUIPMENT

5000
4500
4000
3500
3000
COST(Rs) 2500
CCCL

2000

L&T

1500
1000
500
0
CONCRETE
PUMPS

VIBRATORY
ROLLERS

HOT MIX
PLANT

NAME OF EQUIPMENT

Figure 4.2 Comparison of maintenance cost for each concrete mixing equipment

lxi

TABLE 4.7

COMPARISION OF THE MAINTENANCE COST AND ITS

PERCENTAGE FOR EARTH MOVING EQUIPMENTS.

EQUIPMENTS

TOTAL

NAME

NUMBER

TIPPER

EXCAVATOR

TOTAL
OF MAINTENANC

MAINTENANCE

COST

MAINTENANCE

FOR

EACH

EQUIPMENTS

E COST(Rs)

CCCL

L&T

CCCL

L&T

CCCL

L&T

CCCL

L&T

130

195

135200

27690 0.70%

1.07

1040

1420

54560 1.38%

5.08

3109

4127

830

2330

12

13

37308

EQUIPMENTS(Rs)

%
BACK
HOE(JCB)

16

5810

37280 1.04%

4.70
%

lxii

Comparison of No. of Equipment

200
180
160
140
120
No.of Equipment 100

CCCL

80

L&T

60
40
20
0
Tipper

Excavator

Back Hoe

Name of the Equipment

Figure 4.3 Comparison of total number of earth moving equipments

COMPARISON OF MAINTENANCE COST OF EACH EQUIPMENT

4500
4000
3500
3000
2500
COST(RS)

CCCL

2000

L&T

1500
1000
500
0
TIPPER

EXCAVATOR

BACKHOE

NAME OF THE EQUIPMENT

Figure 4.4 Maintenance cost for each earth moving equipment

lxiii

TABLE 4.8. COMPARISION OF OVERALL MAINTENANCE COST

PARAMETERS

CCCL

L&T

OVERALL TOTAL MAINTENANCE COST PER MONTH

Rs 653204.00

Rs 1369690.00

OVERALL TOTAL MAINTENANCE COST PER DAY

Rs 21775.00

Rs45655.00

3.04

4.65

OVERALL PERCENTAGE MAINTENANCE COST PER

MONTH

CHAPTER 5

FAILURE MODE EFFECT ANALYSIS (FMEA) AS A TOOL FOR

CARRYING OUT MAINTENANCE COST

5.1. INTRODUCTION TO FAILURE MODE EFFECTS ANALYSIS

lxiv

A FMEA is a stable and seasoned design tool, Often called a Failure Mode
Study, this design and maintenance engineering tool has existed and matured for
some time, but is still ignored by many design teams and organizations.

While the last thing design, development and maintenance engineering needs
is another acronym, Failure Mode and Effects Analysis (FMEA) may be one of the
easiest concepts to understand and apply. Best of all, it delivers significant financial
returns quickly.

Failure Mode and Effects Analysis is an approach that helps identify and
prioritize potential equipment and process failures. Often used as a springboard to
establishing a Root Cause Failure Analysis program, FMEA is a logical system that
objectively ranks potential failures and provides recommendations for corrective
actions. Informal failure analysis happens every day in most plants as engineers try
to figure out why a machine unexpectedly broke down or how a part slowly came out
of tolerance.

By contrast, FMEA is a formal process that allows in-house experts to

concentrate on failures and fix them. Failure Mode and Effects Analysis is important
because it focuses on failures and potential problems. If it's done early enough in the
process, we can anticipate problems and engineer them out of the system. And the
earlier you catch potential failures, the more money you save.

5.2

HISTORY OF FMEA

lxv

The FMEA discipline was developed in the United States Military. Military
Procedure MIL-P-1629, titled Procedures for Performing a Failure Mode, Effects and
Criticality Analysis, is dated November 9th November 1949. It was used as a
reliability evaluation technique to determine the effect of system and equipment
failures. Failures were classified according to their impact on mission success and
personnel/equipment safety. The term "personnel/equipment", taken directly from an
abstract of Military Standard MIL-STD-1629, is notable. The concept that personnel
and equipment are interchangeable does not apply in the modern manufacturing
context of producing consumer goods. The manufacturers of consumer products
established a new set of priorities, including customer satisfaction and safety. As a
result, the risk assessment tools of the FMEA became partially outdated. They have
not been adequately updated since.

5.3 TYPES OF FMEAS

Design Design FMEAs strive to eliminate causes of failure during equipment

design, taking into account everything from ease of maintenance to potential
safety concerns.
Process Process FMEAs focus on problems stemming from how the equipment
is maintained and operated.
System System FMEAs look for potential failures and bottlenecks in larger
processes, such as entire production lines.

lxvi

Many times the three levels overlap. They often happen simultaneously,
particularly design and process FMEAs, because so much of the design depends on
how the equipment is handled, and how it gets handled depends on design.
Maintenance engineers are most often involved in process FMEAs, because
equipment is usually installed and running by the time maintenance is asked to
determine why a failure occurred. In a process FMEA, experts in other plant
functions augment maintenances equipment expertise. A team consisting of a
process engineer, a machinery operator and two maintenance people might conduct a
maintenance-oriented process FMEA.

A cross-functional team of at least four members is recommended for any

type of FMEA.
Cross-functional teams are necessary for two reasons:
No plant or machinery, function operates in a vacuum and it makes sense to get
perspectives from other team members.
Specific application expertise.

Education, background, work experience,

familiarity with past systems and failures. Each team member brings in another
level of expertise.

5.4

WORKING OF FMEA

Team isolates and describes the potential failure modes.

Team discusses the potential effect of each failure.

lxvii

Team must assess the severity, occurrence and detection of failures and give
those aspects different and meaningful numeric ratings. Ratings are typically
from 1 to 10, with 1 being the least severe, least occurring, or most easily
detectable. 10 would be those faults that are most severe, most catastrophic and
those hardest to detect.

5.4.1

Isolate and Describe

To determine a particular piece of equipment's risk of failure, team members

must first isolate and describe the potential failure mode: under what conditions does
the equipment fail. In the case of a maintenance-related problem, this is often as
simple as reviewing equipment history. In a design FMEA, this could include failure
modes in the hardware, software, mechanical and system portions of the design.

5.4.2 Create severity, occurrence, and detection ratings.

Once the failure mode has been defined and the potential effects of failure
have been determined, the team must assess the severity, occurrence and detection of
failures and give those aspects numeric ratings. Severity means how serious the
failure will be. Give it a rating from one to ten, where ten is the most severe failure.

In the same way, you rate the occurrence of failure - how frequently you see
the failure. Detection indicates how easily that fault or failure can be detected. The
detection scale is the reverse of the other 2 scales, with 1 being the easiest or most
detected and 10 being the hardest or most difficult to detect. Obviously, for this

lxviii

rating system to work, its vital that all team members understand what constitutes a
failure. Each potential effect of failure is given a severity, occurrence and detection
rating. Those numbers are multiplied to produce a Risk Priority Number (RPN).

Example: One potential failure is that a worker gets his arm cut off in a
process - that's a very high severity rating, a 10. The occurrence of that is very low,
however, and is given a 1. Detection is obvious, so that also gets a 1. So the RPN is
10 (10 times 1 times 1).
Premature die wear is another example of a failure mode. Its a fair severity,
but we can catch it before it affects the customer - say it is a 6. But the frequency of
seeing that is much higher, maybe also a 6. The ability to detect this type of wear
may vary but we assume we have a good maintenance process in place and we give
this a 3. So the RPN for premature die wear is 6 times 6 times 3. (i.e)6x6x3=108.

The RPN is an absolute ranking of a system's potential for failure. After

several FMEAs are undertaken, the RPNs reveal a clear pecking order for prioritizing
corrective actions. The RPN number also serves as a benchmark against which to
measure improvements.

5.4.3 Prioritizing, Actions plans

Once the RPN is calculated, the team must develop action plans for
correcting, mitigating or eliminating the potential problem. Going through the
process of defining possible failure modes and causes of failure gives the team a

lxix

significant head start on recommending action plans. Usually it is just a matter of

translating what they've found into specific tasks and assigning responsibility for
getting the job done.

5.5 DEFINITIONS

CAUSE: A Cause is the means by which a particular element of the design or

process results in a Failure Mode.
CRITICAL

CHARACTERISTICS:

Critical

Characteristics

are

Special

Characteristics defined by Ford Motor Company that affect customer safety

and/or could result in non-compliance with government regulations and thus
require special controls to ensure 100percent compliance.
CRITICALITY: The Criticality rating is the mathematical product of the
Severity(S), and Occurrence(O) ratings. Criticality = (S) (O). This number is
used to place priority on items that require additional quality planning.
CURRENT CONTROLS: Current Controls (design and process) are the
mechanisms that prevent the Cause of the Failure Mode from occurring, or which
detect the failure before it reaches the Customer.
CUSTOMER: Customers are internal and external departments, people, and
processes that will be adversely affected by product failure.

lxx

DETECTION: Detection is an assessment of the likelihood that the Current

Controls (design and process) will detect the Cause of the Failure Mode or the
Failure Mode itself, thus preventing it from reaching the Customer.
EFFECT: An Effect is an adverse consequence that the Customer might
experience. The Customer could be the next operation, subsequent operations, or
the end user.
FAILURE MODE: Failure Modes are sometimes described as categories of
failure. A potential Failure Mode describes the way in which a product or process
could fail to perform its desired function (design intent or performance
requirements) as described by the needs, wants, and expectations of the internal
and external Customers.
FMEA ELEMENT: FMEA elements are identified or analyzed in the FMEA
process. Common examples are Functions, Failure Modes, Causes, Effects,
Controls, and Actions. FMEA elements appear as column headings in the output
form.
FUNCTION: A Function could be any intended purpose of a product or process.
FMEA functions are best described in verb-noun format with engineering
specifications.
OCCURENCE: Occurrence is an assessment of the likelihood that a particular
Cause will happen and result in the Failure Mode during the intended life and use
of the product.
RISK PRIORITY NUMBER: The Risk Priority Number is a mathematical
product of the numerical Severity(S), Occurrence(O), and Detection(D) ratings.

lxxi

RPN = (S) (O) (D). This number is used to place priority on items that
require additional quality planning.
SEVERITY: Severity is an assessment of how serious the Effect of the potential
Failure Mode is on the Customer.
SIGNIFICANT CHARECTERISTICS: Significant Characteristics are Special
Characteristics defined by Ford Motor Company as characteristics that
significantly affect customer satisfaction and require quality planning to ensure
acceptable levels of capability.
SPECIAL PROCESS CHARECTERISTICS: Special Process Characteristics are
process characteristics for which variation must be controlled to some target
value to ensure that variation in a Special Product Characteristic is maintained to
its target value during manufacturing and assembly.
SPECIAL PRODUCT CHARECTERISTICS: Special Product Characteristics are
product characteristics for which reasonably anticipated variation could
significantly affect a products safety or compliance with governmental standards
or regulations, or is likely to significantly affect customer satisfaction with a
product.

lxxii

lxxiii

Figure 5.1 FMEA Process Flow

Figure 5.1 is referred from Construction planning, equipment and methods

by R.C.Peurifoy, W.V.Ledpettre, McGrawhill, Newyork, 1986.

lxxiv

5.6 APPLICATION OF FMEA

Let us consider a Tower Crane as an example for FMEA process. The details of a
Tower Crane that has been used in a month for various types of projects are as
follows.

5.6.1 Functions of the Tower cranes.

Tower cranes are used in various construction projects of high

buildings,bridges,cooling towers, Television towers or Power plants.
The construction of the tower crane is such that it can work and then
dismantled in restricted space.
The tower has a truss structure welded from angle bars and channels.
Tower extension pieces are available to increase the height as per the
requirement.
Ladders are provided inside the whole height of the tower.
An operators cabin is provided so as to enable full view.
Jib is attached to the last highest section of the tower.
Two sections of the jib, opposite to one another, are provided, one is saddle
jib and another is counter weight jib. A saddle moves horizontally on rails
provided on the saddle jib and is controlled from the hook block.
The upper portion of the tower is fixed on the slewing head.

lxxv

5.6.2. Failures of the Tower crane

Due to more stresses beyond its rated capacity as determined by the

manufacturer or builder
It occurs due to improper inspection done on blocks, shackles, sheaves,
wire rope connectors (etc).
Adjustments and repairs to tower cranes not done by competent, designated
persons.
Improper footings provided for tower cranes also cause failure.
Power-controlled lowering devices is not capable of handling rated loads
and speeds in such a way that it is also not providing precision lowering and
reduce demands on the brake loads.
If the cabs and remote control stations for tower crane are not adequately
ventilated.
If automatic trolley brake is not available in case of trolley breakage.
Due to hydraulic line failure.
Failure occurs due to Tower cranes operated with the wind speed is greater
than 30 miles per hour which is more than the average speed.
Operation of a crane done without counterweight.
Improper not well trained operators.

5.6.3. Effects of the failure

lxxvi

More stresses beyond the rated capacity may tilt or Damage the crane
Improper inspection leads to sudden unexpected failures.
Adjustments and repair to tower cranes not done by designated persons may
again leads to the repair or failure of the crane.
Cabs and remote control station shall protect from falling objects and
materials and also from the elements.
Cab windows not constructed with transparent safety glazing material cause
invisibility to the operator.
If automatic trolley break is not available in case of trolley rope breakage
then non-stopping, uncontrollable movement occurs.
If the tower cranes operated when the wind speed is greater than 30 miles
per hour will cause uncontrollable operation.
Operation of a crane without counterweighgt trolley was found

to be

faulty.(Not running smoothly).

5.6.4. Severity of failures in cranes.

Works get delayed.

Sometimes Human life may also severely gets affected.
Repair work of tower crane not done by designated persons may cause heavy
loss of money if it again gets repaired.
Uncontrollable operation of crane due to high wind speed affects human life
sometimes.

lxxvii

Improper protection in the cabs and remote control station may severely
affect the human life.
5.6.5. Causes for the failures.

Improper inspection.
Improper trained operators.
Not selecting well designated and more experienced persons.
Improper maintenance of every individual parts of a crane.
Improper footings provided on tower cranes.

5.6.6. Determination of frequency of failures.

Determine the
Type of failure that occurs most likely.
Periodically what type of failure occurs in the Crane.
Its severity on the crane.

5.6.7. Risk priority number

Rate the occurrence of failure, (ie) how frequently the failure occurs.
Accordingly detection scale is formed with one being the easiest or most detected
and 10 being the hardest or most difficult to detect. Obviously for this rating
system to work, It is vital that all team members understand what constitutes a
failure. Each potential effect of failure is given a severity, Occurrence and

lxxviii

detection rating. Those numbers are multiplied to produce a Risk Priority Number
(RPN). Table 5.1 shows the risk priority number for Tower Crane
Therefore to find out the value of

RISK PRIORITY NUMBER (RPN) = DETECTION SCALE NO X

SEVERITY SCALE NO X
OCCURRENCE

SCALE

NO.

Table 5.1 RPN VALUE FOR TOWER CRANE

S.No

Parameter

1
2

Improper footings
Adjustments and repairs
not done by designated
persons.
Stresses beyond its rated
capacity
Improper inspection
cabs and remote control
stations not adequately
ventilated.
Tower cranes operated
with wind speed more
than the average speed
Operation of crane done
without counterweight
automatic trolley brake
not available
Power-controlled
lowering devices not
capable of handling rated
loads and speeds
Improperly trained
operator

3
4
5

7
8
9

10

Detection
Scale(D)
1
2

Severity
Scale(S)
5
6

Occurrence
Scale(O)
2
7

RPN
(DXSXO)
10
84

144

4
5

10
4

5
8

200
160

54

189

32

189

10

10

200

lxxix

It is observed that in a tower crane risk priority number is more for improper
inspection and improperly trained operator.

5.7

FUNCTIONS OF EARTH MOVING EQUIPMENTS.

a) Loosening the material to put into a workable state.

b) Digging the material to start the move from its original location.
c) Moving the material from its original location to deposit point.
d) Dumping the material at its place for deposit.
e) Working on the material to put it into final specified condition at its place
of use.

As an example like tower crane functions, failures, effects, severity

and occurrence details of a motor grader fitted to a vehicle for earth
moving equipments.

5.7.1 Functions of a motor grader.

a) It is a piece of equipments used to move earth (or) other loose material.

b) Its function is generally to plane, mold or grade the material.
c) It is working to a given line (or) contour.
d) It is especially useful because of its blade that can be held in various
positions.
e) The standard blade is 10 to 14 feet in length.

lxxx

f) Cutting force at the grounds surface is applied toward the leading end and
along the length of the blade.
g) The turning radius is about 20 feet.
h) It is used for shaping and final grading of the total roadway width.
i) It also cuts the base for the road surface but also the side slopes, back
slopes and V-shaped drainage ditches along the roadway.
j) With the attachment of a short blade, a shallow box-shaped trench can be
dug by the motor grader.

5.7.2

Failures of the motor grader.

a) If the blade slope does not agree with the setting

b) Improper scarifier teeth
c) The blade gets braked. If it allows to cut below a certain level.
d) If the speed of forward travel is not slow and constant.
e) Improper maintenance of graders.
f) Due to non-uniformity, irregularity and not straight forwardness of the
operation, improper efficiency in operation takes place.
g) Improper not well trained operators.
h) Adjustments and repairs to graders not done by designated persons.
i) If improper or old motor graders are used not having automatic blade
controls in it.
j) It occurs due to improper inspection and lubrication work in it.
5.7.3

Effects of the failure.

lxxxi

a) Improper inspection leads to sudden unexpected failures.

b) Improper scarifier teeth leads to improper cutting.
c) Improper efficiency in operation gives a bad result on the work.
d) Improper maintenance on grader units will give a sudden failure to the
equipment.
e) If the speed of travel is not constant leads to improper work.

5.7.4

Severity of failures in motor graders.

a) Work gets delayed.

b) Improper work done.
c) Sometimes human life may also gets affected.
d) Repair work not done by designated persons may cause heavy loss of
money.
e) Improper protection due to breakage of blade may severely affect the
human life.

5.7.5

Causes for the failures.

a) Not constant speed of travel in operation.

b) Improper scarifier teeth.
c) Improper trained operators.
d) Not selecting well designated and more experienced persons.

lxxxii

e) Improper maintenance on grader units.

f) Improper inspection.

5.7.6

Risk Priority Number

According to this method the failures of earth moving equipment,

motor grader have been rated from 1 to 10 under detection, severity, and
occurrence scale. Table 5.2 shows the risk priority number for motor grader

TABLE 5.2 RPN VALUE FOR MOTOR GRADERS

S.No
1
2
3
4
5
6
7
8

10

Parameter

Detection
Scale(D)
Abnormal setting of the 8
slope of the blade
Improper scarifier teeth 3
If blade cuts above a
1
certain level
Speed is not slow and
2
constant
Improper maintenance 5
of graders
Improper efficiency
7
Improperly trained
6
operators
4
Adjustments and
repairs not done by
designated persons
9
Old motor graders
without automatic
blade
Improper inspection
10
and lubrication

Severity
Scale(S)
5

Occurrence RPN
Scale(O)
(DXSXO)
2
80

3
2

3
10

300
20

48

180

1
10

6
9

36
540

160

378

360

It is observed that in a motor grader risk priority number is more for improperly
trained operators, which indicates that the operator must be trained properly.

lxxxiii

5.8

CONCRETE MIXING EQUIPMENTS

Concrete mixers, functions, failures, causes and severity details are to be taken as an
example for concrete mixing equipments.

5.8.1

Functions of the concrete mixers.

a) Concrete mixers are used for concreting the materials to the building
construction where it requires.
b) The materials are mixed freely in a rotating drum with rapidly secured
vanes rotating independently of the drum.
c) The mixers are discharged by tripping or tilting the drum or, if it is fixed
horizontally by inserting a discharge tray into it.
d) It is necessary to tilt and lift the empty drum several times, watching
attentively it motions, examining the pneumatic drive connections and
listening to any unusual knocks or impacts in individual units.
e) When the drum is loaded from a skip, see that the skip is rapidly and
completely emptied.
f) If the concrete mix is conveyed by cyclic action vehicles, the vehicles
should be brought uninterruptedly to the point of loading, their numbers
and capacity corresponding to the output of the mixing equipment.

lxxxiv

5.8.2 Failures of the concrete mixers.

It occurs due to
a) Not inspecting the lubrication points.
b) Improper packing of the cap oilers.
c) Not checking whether adjustment done on all the mechanisms.
d) Improperly trained operators.
e) Not examining the bolt and articulated joints of a mixing machine.
f) Improper checking to the skip after it is completely emptied.
g) Not stopping the machine even though the bearings are found to be over
heated (when they are too hot to be touched).
h) For ready-mix concrete the drum must rotate at a speed of 4.5 to 6
rpm. If the drum is loaded with dry concrete it must be started only 1012 min before unloading. Improper speed and time leads to failure.
i) Adjustments and repairs not done by competent, designated persons.
j) Pouring more material than the rated capacity of the concrete mixers.
5.8.3

Effects of the failure

a)

Pouring more material than the rated capacity of the concrete mixers
may tilt or damage the mixer.

b)

Adjustments and repairs not done by designated persons may

again leads to the repair.
c)

Not stopping the machine even though the bearing are found
to be overheated will some times affect the human life.

d)

Improper speed and time leads to uncontrollable operation.

e)

Improper inspection leads to sudden unexpected failures.

lxxxv

f)

Improper maintenance on bolt and articulated joints will leads

to sudden failures.

5.8.4

Severity of failures in concrete mixers.

a)

Sometimes human life gets affected.

b)

Improper speed and time leads to improper operation.

c)

Repair work not done by skilled persons may cause heavy

loss of money.

d)

5.8.5

Works get delayed.

Causes for the failures

a)

Improper speed and time.

b)

Improper maintenance on every individual parts of the

mixer.

c)

Improper inspection.

d)

Improper trained operators.

e)

Pouring more material than the rated capacity of the mixer.

f)

Not selecting well designated and most experienced

persons.

5.8.6

Risk Priority Number

According to this method the failures of concrete

mixing equipment

Concrete mixer have been rated from 1 to 10 under detection, severity, occurrence
scale Figure 5.3 shows the risk priority number for concrete mixer.

lxxxvi

TABLE 5.3 RPN VALUE FOR CONCRETE MIXERS

S.No

Parameter

Improper inspection on
lubrication points
Improper packing of 9
the cap oilers.

Detection
Scale(D)
8

Severity
Scale(S)
5

Occurrence RPN
Scale(O)
(DXSXO)
5
200

216

Improper checking on
all the mechanisms

12

Improperly trained
operators
Improper checking to
the skip.
Not stopping the
machine even though
bearings are found to
be overheated
Improper speed and
time
Adjustments and
repairs not done by
designated persons
Pouring more material
than the rated capacity
Not examining the bolt
and articulated joints of
a mixing machine

10

270

192

49

21

10

320

10

100

54

5
6

7
8

9
10

It is observed that in a concrete-mixer risk priority number is more for adjustments

and repairs not done by a competent designated person.
CHAPTER 6

6.0 SUMMARY AND CONCLUSION OF THIS STUDY

6.1

INTRODUCTION

lxxxvii

Equipment plays a vital role in any construction project and is a major

resource for earning profits. Maintenance of equipment lies in the hands of
management and its approach towards maintenance practice. It is very important to
strike a balance between economical maintenance and utilization of equipment. It is
often found that progress of work at construction site suffers because of improper
planning and scheduling of equipment for maintenance purpose. Also lack of
coordination between Equipment maintenance department and site execution team
creates a negative impact on life and out put of equipment. All these problems can be
resolved by implementing a systematic management approach which aims at
obtaining maximum work out of equipment in conjunction with maintaining its
fitness with minimal expenditure.

The advent of new and sophisticated equipments makes its imperative to

maintain its working condition to generate optimum output. Newer technology has
also paved way for the implementation of annual maintenance contract, so that the
contractor gains enough technical know how before he starts maintaining and
operating the plant or equipment on his own.

6.2 FINDINGS AND RECOMMENDATIONS

Since the objective of this thesis is to study the maintenance management

practices that are currently being followed by large construction company and to
identify better practices for effective maintenance management. On reviewing and

lxxxviii

analyzing the approach of two leading construction firms i.e. LARSEN &TOUBRO
Ltd. and CONSOLIDATED CONSTRUCTION CONSORTIUM Ltd. both well
known for owning large a fleet of equipments, the following recommendations are
suggested:

6.2.1

FINDINGS AND CONCLUSIONS

a) Both the companies followed a combination of preventive maintenance and

breakdown maintenance.
b) On an average ( considering a group of 9 equipments) it is found that utility
of L&T was 13.76 percent more than CCCL
c) On an average (considering a group of 9 equipments) it is found that total
expenditure on maintenance of L&T is 33.14 percent more than that Of
CCCL. .
d) For maintenance of plants such as hot mix ,batching plant, crushing plant
rather than simply relying on preventive maintenance a better option is to go
in for a combination of

breakdown (minimum percent), preventive,

predictive(maximum percent) maintenance also known as reliability centered

maintenance.
e) From the analysis it is found that L&T are in a better position as
compared to CCCL in optimizing equipment utility, usage and total
maintenance cost.

lxxxix

6.2.2

RECOMMENDATIONS

a) Breakdown maintenance should be avoided as far as possible.

b) A combination of Preventive maintenance and predictive maintenance will
give better results for equipments.
c) Reliability centered maintenance should be followed for maintenance of
plants.
d) Proper manpower planning and maintenance scheduling synchronized with
optimum utilization should be aimed at for improving interdepartmental
conflicts.
e) Need of creating a database for efficient equipment management has become
imperative for proper control and monitoring of equipment status at any point
of time.
f) FEMA can effectively used to find out in advance the failure modes and
hence precautionary measures can be taken.
g) In a tower crane risk priority number is more for improper inspection and
improperly trained operator.
h) In a motor grader risk priority number is more for improperly trained
operators, which indicates that the operator must be trained properly.
i) In a concrete-mixer risk priority number is more for adjustments and repairs
not done by a competent designated person.
Thus failures vary for each equipment due to RPN value. Thus RPN plays
a vital role for each equipment failures.

xc

6.3

SUGGESTIONS FOR FUTURE RESEARCH

Software can be developed to enhance the efficiency of using the Failure

Modes Effects Analysis (FMEA). For the present study only 10 parameters are
considered for analyzing the modes and effects of failure. But if software is used for
the analysis, more parameters can be used in the analysis thereby level of risk of
failure can be reduced and more saving in the cost of maintenance can be achieved.

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and

job planning khanna

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methods,McGrawhill,New York,1986.

xci

8. Mr.Ramesh Babu, Construction Equipment Industry In India Growth And

Status, NICMAR, Journal of Construction Management, Volume XVIII,
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