Maintenance & Safety

ENGG C242 4. Measures of Performance (MoP):

On-Campus PB Venkataraman

What cannot be measured cannot be controlled What is not controlled cannot improve In order to evaluate the effectiveness of maintenance each of the maintenance objectives listed above is to be expressed in terms of an index which, can be measured and managed. Various MoPs are in use which represents one or more of the objectives. This chapter lists the popular ones used among industry circles No one MoP can represent all the aspects of maintenance, hence appropriate MoPs are to be selected to suit the need. Caution has to be exercised while selecting the MoPs. Selection of inappropriate MoPs will misdirect the focus resulting in loss of time and efforts

Down Time: This is the simplest of all the measures. The basic function of maintenance is to keep the equipment up all time; hence loss of machine time suggests poor maintenance. Time lost on account machine breakdown and repair is considered to be the down time. It starts from the time at which the machine went down; to the time at which the machine is put back to use for production. Down time is expressed in percentage over total available time. For example, if a factory works on two shift basis with 8 hours / shift and a machine in it was down for two hours, then the Down Time is 2/16*100=12.5%. Down time is expressed for a period of say a week or a month, and / or expressed for a cell or a set of machines or for the entire plant. In any case it will be the cumulative Down Time on the numerator and cumulative available time on the denominator

Down Time = Unavailable time due to breakdown / Total available time * 100

1 of 10

Maintenance & Safety

ENGG C242

On-Campus PB Venkataraman

The opposite of Down Time is Uptime which is nothing but (100 less Down Time) %. It is a more positive way of expressing the measure other than which it has no specific significance

Mean Time Between Shutdowns (MTBS): This measure essentially expresses the average time the machine is available for production. A machine will continue to run till it is disrupted due to breakdown. It will resume its running once the breakdown is repaired and continue till it breaks down again. Every such run is counted as one run. The ratio between the operating time to the number of runs is known as MTBS. It is calculated for a given period say, one month or one quarter and is expressed in hours. Minor stoppages such as tripping / resetting can affect MTBS adversely

MTBS = Total operating time / Number of runs It should be noted that the numerator is operating time and not available time. Operating time is the time for which the machine was available for production In the case of MTBS the stoppages due to scheduled maintenance are not taken as breakdowns or disruptions. Stoppages due to unforeseen machine breakdowns are only considered

Equipment Maintainability or Mean Time Down (MTD): It is the average time taken to repair a breakdown. A high MTD indicates that the machine is down for a long period. This can be due to delayed diagnosis, spares shortage, long waiting time (queue) or time-consuming repair. MTD is expressed in hours and not in % as Down Time as both these metrics are used for different purposes

MTD = Total down time / Number of breakdowns

2 of 10

Maintenance & Safety

ENGG C242

On-Campus PB Venkataraman

Like MTBS, stoppages due to scheduled maintenance are not taken as breakdowns or disruptions while computing MTD. Stoppages due to unforeseen machine breakdowns are only considered

Equipment Availability or Up-Time Ratio (UTR): It is the probability that the equipment is available for use over a given period. Higher the UTR better the equipment availability for productive use

UTR = MTBS / (MTBS+MTD) UTR being a probability measure, it is expressed as a ratio with a limiting value of 1. UTR expressed in % is equal to 100-Down Time Since the equation involves MTBS and MTD, stoppages due to scheduled maintenance are not taken into consideration while computing UTR

Failure Rate () It is a measure of reliability, which represents the number of failures over a given period of time. Minor failures irrespective of their nature and significance are also included in computing Failure Rate

= Number of failures / Total operating time A high Failure Rate is an irritant to the manufacturing department as it results in unpredictable process. Many factors including design can affect Failure Rate. This aspect is discussed in detail in the subsequent sections

3 of 10

Maintenance & Safety

ENGG C242
Mean Time Between Failures (MTBF):

On-Campus PB Venkataraman

The reciprocal of Failure Rate is MTBF. It represents the average productive time between breakdowns in a given period. Lesser the failures Higher the MTBF Better the reliability

MTBF = 1/ = Total operating time / Number of failures MTBF may appear to be identical to MTBS, but on computation the former will be greater than the latter. In the case of MTBS the number of runs is taken on the denominator, whereas, in MTBF, number of failures is taken, which is one less than the number of runs. MTBF is more popularly used in industries than MTBS

Mean Time To Failure (MTTF): MTTF is a variant of MTBF in the sense that the former considers the number of failures from a particular period of time. This measure is more suitable for a new or a reconditioned machine to monitor its performance from the date of its commissioning. This measure provides the performance trend as it considers operating hours and failures cumulatively

MTTF = Total operating time / Total number of failures from a particular time

Mean Time Between Maintenance (MTBM): MTBM is a variant of MTBS in the sense that the former considers planned shutdowns also. MTBM is used to find out the effective availability of the equipment. This detail may be required while evaluating capacity addition projects

MTBM = Total operating time / Total number of runs

4 of 10

Maintenance & Safety

ENGG C242
Machine Capability Index (Cm, Cmk):

On-Campus PB Venkataraman

This metric is the statistical evaluation of the ability of the machine to meet the given product tolerance. Every process how much ever controlled will produce products with varying dimensions. This variation could be due to any one or more of men (skill), machine, material (raw material), cutting tool and method. Machine capability index indicates the contribution of machine in the product variation Finding machine capability index is an involved exercise which listed below: 1. Identify the machine, process, quality parameter and product for which the study is to be carried out 2. Screen the input product for any rejects and use only acceptable products 3. Set the machine as per standard operating procedure 4. Use resharpened tool, trained operator and calibrated gauge 5. Validate setting by ensuring the first five products to be within 50% of the tolerance 6. Commence and carryout production as per procedure 7. Do not change process parameters, operator or tool during production 8. Collect first 30 (say, n) consecutive products 9. Measure the selected quality parameter (say, x) and record 10. Compute machine capability indices using formulae

Mean () = x / n Standard deviation () = (-x)2 / n Cp = (USL - LSL) / 6 [USL is Upper Specification Limit & LSL is Lower Specification Limit] Cpk = Min (Cpl, Cpu) Cpl = ( - LSL) / 3 and Cpu = (USL - ) / 3 For an acceptable machine, Cp and Cpk should be greater than 1.67. The statistical basis and details about this index can be found in SPC chapters of Quality Control books1
1

Refer Handbook of Quality Control by Juran

5 of 10

Maintenance & Safety

ENGG C242
Repetitive Repairs:

On-Campus PB Venkataraman

Those who dont learn from their mistake are condemned to repeat it Every breakdown should lead to two essential activities, first, corrective action and the second, preventive action. Corrective action is the one by which the failed equipment is put back to use. Preventive action is the one by which similar breakdowns are avoided in future. The latter is as much important as the former but hardly gets done in practice. Preventive actions can range from design correction to change in operating procedure. Monitoring repetitive repairs helps to find out the best preventive action. This index is only an indicator and requires considerable further analysis for an effective preventive action to emerge. Repetitive repairs is expressed in %

Repetitive Repairs = Number of same repairs / Total number of repairs

Stock-out Down Time: Due to varied operating conditions the reliability of the parts and the equipment are highly unpredictable. This leads to premature failure of parts and unexpected breakdown of the equipment. To handle such situations stocking of spares is resorted to by maintenance engineers. But it is an irony which every maintenance engineer will agree that the spare that is not in stock is the one that fails in the equipment. Equipment time lost for want of spare is stock-out down time. It is expressed in % over the total down time. A high level of this index prompts to redress spares management system, to be discussed at a later section

Stock-out Down Time = Time lost for want of spare / Total down time

6 of 10

Maintenance & Safety

ENGG C242
Inventory Carrying Cost (ICC):

On-Campus PB Venkataraman

Every year management allocates a specific sum of money for maintenance taking into consideration the overall budgets. It is the responsibility of the maintenance in-charge to provide the necessary inputs and to contain the expenses within the allocated budget. An excessive spares inventory may overshoot the allocated budget hence need to be monitored. ICC is one metric that can be used to monitor this

ICC = Inventory value of spares / Maintenance budget value Overstocking to avoid spares stock-out and the corresponding down time will increase the inventory carrying cost hence maintenance engineers should be conscious of the inventory they carry

Provisioned Spares Cost: An excessive inventory of spares will result in obsolescence or deterioration. In order to represent such losses in the financial books companies write-off the value of such unused spares based on certain policies. This write-off procedure is known as provisioning. A high level of provisioning means loss of money hence monitoring is important. The metric used for monitoring is provisioned spares cost. It is express in %

Provisioned spares cost = Written-off spares value / Maintenance budget value

7 of 10

Maintenance & Safety

ENGG C242
Repair & Maintenance Expenses (R&M):

On-Campus PB Venkataraman

Maintenance expenses include technician salaries, maintenance contract fee, spares expense, consumable expense and administrative expenses. All these expenses are classified in the head of R&M, which is fixed during the year beginning. Monitoring the actual expense against the budget is essential to prevent over / under spending. This is one of the key management metric, rest of the metrics are meant for engineers. R&M is expressed as a % over the total sales revenue and is computed on a monthly basis

R&M = Net maintenance expense / Net sales revenue

Opportunity Cost: Every available time of the equipment is an opportunity for production and sales. Breakdowns deprives this opportunity hence is lost. This loss is known as opportunity cost and is expressed in money value (Rs. / $)

Down time * Tact time * Net unit selling price Tact time is the equipment time required to meet the customer demand. Net unit selling price is the average selling price of the product and it does not include tax and duties. Essentially opportunity cost is money value of the down time. This expression creates the seriousness of equipment down time hence is more appreciated by the management and operators

8 of 10

Maintenance & Safety

ENGG C242
Energy Cost:

On-Campus PB Venkataraman

Energy saved is energy produced. Energy is one of the key expenses in an organization and is directly managed by maintenance department. Conscious efforts can bring down this expense substantially. This has been demonstrated by various companies through energy saving projects. Solar equipments, natural lighting using transparent roofing, auto switch-off controls, capacitor banks etc., are a few methods to mention. Monitoring energy expenses not only triggers their reduction but also keeps a check on its inefficient usage by ailing machines. Statute also requires the monitoring of the energy consumption (through power factor) and an excessive withdrawal is punished

Energy cost = Purchased power cost + Captive power cost Energy cost is not limited to purchased power (Electricity Board) but includes internally generated power. Many Indian companies adapt a novel method to purchase power. They invest in wind turbines installed in select locations to generate and deposit power to the Government. They can draw an equivalent amount of power from their locality of preference, which is their area of operation. This system enables the companies to purchase power at no recurring cost. The other advantage is that such turbines are built and managed by professional companies which relieves the investing companies from administrative hassles

Abnormalities: The next two metrics are an essential part of Total Productive Maintenance (TPM). TPM starts with cleaning of machines by their owners. While cleaning they identify the abnormalities such as loose fasteners, wires, leaking hoses etc. They also attach a tag indicating the necessary details. This activity is known as tagging. During the next opportunate moment these abnormalities are corrected. The number of abnormalities is monitored to understand the effectiveness of tagging. More will be discussed about this in the later section

9 of 10

Maintenance & Safety

ENGG C242
Overall Equipment Effectiveness (OEE):

On-Campus PB Venkataraman

This is an important measure that represents the effectiveness of TPM practice. An equipments effectiveness is affected by its availability, quality and performance. These three measures are expressed as follows:

Availability Ratio (AR) = Uptime / (Uptime + Downtime) Quality Ratio (QR) = Quantity of parts accepted in first pass / Total production Performance Ratio (PR) = Actual production / (Cycle time * Calendar period) Overall Equipment Effectiveness (OEE) = AR * QR * PR Downtime in AR includes all scheduled and unscheduled downtimes. In the QR, parts accepted after rework are not considered for numerator An average company will have an OEE of 0.4 against the maximum of 1. This indicates the potential for improvement. A world class organization will have an OEE of around 0.8, which indicates the effort required to reach such levels. OEE improvement is a comprehensive effort and is to be practiced as a way-of-life. OEE is not the responsibility of maintenance function alone but is a company-wide effort. More about TPM is discussed in the later chapter

10 of 10