ABSTRACT

Maintenance is an important system in operation.In an era where industries are focusing on 24 hours operation to maximize production, machines are pushed to its absolute limits to cope with this demand. As utilization increases, the rate at which the machine parts get worn out increases thus the frequency of failure increases rapidly. To combat this problem and ensure that machines continue to operate at its optimum, maintenance work is carried out.One of the branches of maintenance technique which is carried out to prevent occurrences of failurebefore it happen is known as Preventive Maintenance (PM). However, performing PM may not be as easy as it requires great co-operation from the maintenance, production and management departments.This paper is written to study the aspects of effective PM and to analyze the causes of inefficient PM activity in a case study company and its implications. Another important approach taken Is to investigate the causes of machine downtime by performing a root cause analysis. Affinity diagram was formed to highlight several issues with implementation of PM and a further analysis using Tree Diagram enabled to generate possible solutions. The findings of this provides prove that separating the machines into critical and non-critical categories, each having a different priority level is a crucial step towards solving the issue at hand and ensuring the reduction in downtime occurrence in addition to reducing the workload of the technicians

OBJECTIVES

This project has several objectives that have to be achieved which are ;

To make sure the life spam of machine increase To reduce cost of maintenance

METHODOLOGY

A system of broad principles or rules from which specific methods or procedures may be derived to interpret or solve different problems within the scope of a particular discipline. Unlike an algorithm, a methodology is not a formula but a set of practices.

(PM)Planning and Scheduling

Preventive maintenance (PM) scheduling is a very challenging task in printed-circuit manufacturing due to the complexity of flexible printed circuit fabrication and systems, the interdependence between PM tasks, and the balancing of work-in-process (WIP) with demand/throughput requirements. In this section, after a discussion of the problem background, PM planning and scheduling in flexible printed-circuit fabrication is proposed.

Data Analysis

For this research, thePM planning and scheduling are based on major machine downtime where the machine does not operate due to breakdown more than 2hours. Recently,the PM schedule is separated into four clusters. A total of 109 machines need to be rescheduled in proper way as only 8 technicians are responsible to look after all these machines (six technicians on day-shift and two for night-shift). Data for major machine downtime was collected starting from January 2011 until September 2011. The PM schedule for clusters is very complicated and thick. No proper specification on critical machines is taken into consideration. From January to September 2011, data for total downtime major have been decreasing.

Data on machine downtime major april 2011DATEDESCRIPTION OF PROBLEMTOTAL DOWNTIMEROOT CAUSE

1.04.2011Annual service14 hoursAnnual service

4.04.2011Motor spoil and bracket broken6 hoursOscillation not running

7.04.2011Roller not function7 hoursChain fold down and encoder broken

11.04.2011No power supply3 hoursTransformers burns

15.04.2011Roll scratches5 hoursRoller scratches

19.04.2011Pressure up until 120bar36 hours2nd valves not running

23.04.2011Hal dryer not running4 hoursPLC no power and power supply card burn

Gant chart

To show the work had been done in schedule throughout the making of this case study

ABSTRACT & OBJECTIVEMETHODOLOGY& INTRODUCTION

WEEK 1

WEEK2

RESULT& DISCUSSIONREFERENCES& APPENDIXES

INTRODUCTION

KADA (Kemubu Agricultural Development Authority)It was fully established on 30 March 1972 via Act 69, Kemubu Agricultural Development Authority Act, 1972 and was officially launched by Y.A.B. Tun Hj. Abdul Razak bin Hussein,the Prime Minister of Malaysia on 2 March 1973.

After the inception of KADA, the Kelantan State Government then followed through by approving the Enakmen Pihak Berkuasa Kemajuan Pertanian Kemubu, 1972 (Enakmen no.2 Tahun 1972 Kelantan) allowing the Minister of Agriculture and Fisheries to execute the Kemubu Agriculture Development Authority Act 1972, that commenced on 1st August 1972.

The name Kampung Kemubu, which is situated by the bank of Sungai Kelantan, 30km away from Kota Bharu, has been mortalized in the historical development of KADA. It was there that a pump house was built to supply water to the RPK (Rancangan Pengairan Kemubu), or the Kemubu Irrigation Plan, the largest among the cluster of irrigation plans unified under the management of KADA.

RICE COMMODITIES Tamanan rice is a major commodity in the KADA. At the end of the RMK 9, Kada targeting rice production will be increased to 383.070 tons with production rate of 6.5 tons / ha to achieve self-sufficiency National of 90%. To achieve these targets, the following strategies are formulated:1. Increasing production through the concept: "Ladang Merdeka" is a concept of rice farming on a commercial scale under centralized management based on modern technology. "Mini Estet Padi" or Plantation Estates Group, a collaboration of farmers cultivated rice in an integrated manner under the guidance of the PPK Kada. Project 10 tons, intensive counseling to a group of farmers to achieve production of 10 tonnes / hectare to be emulated by other farmers.

2. Increase productivity and reduce production costs through: Modernizing the irrigation system, pump houses and other basic facilities to improve efficiency and effectiveness of water supply. Emphasis on the use of modern technology and good agricultural practices. Management of pests and diseases of crops in an integrated and efficient. Improve knowledge and management efficiency among farmers through extension activities aggressive and effective. Streamlining the business of supply of inputs, credit and marketing management scheme. Work closely with various government agencies / departments, tertiary institutions and other bodies to get expert advice.

CONCLUSIONThroughout the making of this study case,we learn that Milling and Lathe machine are like people.they need to have daily maintenance,weekly maintenance,monthly maintenance and annually maintenance.this is ensure life spam of the machine achieve its maximum time.To prevent from losing more money,the owner should spend a little money to maintain the machine so that the machine will not be replace for any time soon.

REFERENCES https://wiki.thayer.dartmouth.edu/display/machineshop/The+Cleaning+and+Daily+Maintenance+of+the+Lathe+Working+Area

APPENDIXES

EXAMPLE OF PREVENTIVE SCHEDULE

EXAMPLE OF GRAPH MAINTENANCE

CONTENTS

ABSTRACT OBJECTIVES METHODOLOGY INTRODUCTION SIGNIFICANT OF STUDY RESULT CONCLUSION REFERENCES APPENDIXES