maintenance management types&concept
TRANSCRIPT
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Maintenance management
All activities of the management that determine the maintenance objectives, strategies, and
responsibilities, and implement them by means, such as maintenance planning, maintenance
control and supervision, improvement of methods in the organization, including economic,
environmental, and safety aspects (UTEK, 13306:1998 E).
Administrative, financial, and technical framework for assessing and planning maintenance
operations on a scheduled basis.
Purpose of Definitions
Categories have been designed to assist the districts in the performance of maintenance
work and are intended to identify work to be performed with maintenance funds.
Maintenance funds should not be used to perform construction work.
Definitions of Maintenance Work
Maintenance work is categorized into three areas:
routine maintenance preventive maintenance
major maintenance.
All three maintenance categories may be performed with state forces or by contract;
however, most preventive and major maintenance work should be contracted.
The following definitions of maintenance activities should be used in determining the
type of work activity when addressing planning and budgeting.
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Contracted Work
The table below defines maintenance categories for contracted work.
Contracted Work
Routine Maintenance Preventive Maintenance Major Maintenance
Contracts for this work
should be developed as
Routine Maintenance
Contracts (RMC) through
the Construction/
Maintenance Contract
System (CMCS) and may be
locally let if estimated to cost
less than $300,000.
Contracts for this work
should normally be
programmed through the
Transportation Planning and
Programming Division as
Contracted Preventive
Maintenance (CPM)
projects.
Contracts for this work
should be developed
according to the Design
Division 2-R standards and
should normally be
programmed through the
Transportation Planning and
Programming Division as
"Major Maintenance
Program" (MMP) projects.
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Travel Way
The table below defines travel way maintenance categories.
Travel Way
Routine Maintenance Preventive Maintenance Major Maintenance
Pavement-related work to
include restoration of
pavement service-ability
including: recondition,
rebuild, level up, and overlay.
This would include, but not
be limited to: pavement
repair, crack seal, bituminous
levelups with light overlays to
restore rideability (overlays
not to exceed total average
depth of 2), additional base
to restore rideability, and seal
coats.
Pavement-related work
performed to prevent major
deterioration of the
pavement. Work would
normally include, but not be
limited to: milling or
bituminous level-ups to
restore rideability, light
overlays (overlays not to
exceed total average depth
of 2), seal coats, cracksealing and microsurfacing.
Preparatory work such as
milling, repairs or level-ups
may also be performed.
Pavement-related work to
strengthen the pavement
structure for the current and
projected future traffic usage.
Work should include:
restoration of pavement
serviceability of roadway.
This would include but not be
limited to: recondition and
stabilize base and subgrade,
add base, level up, light
overlays (overlays not to
exceed total average depth
of 2) and seal coats.
Pavement widening (to
achieve a maximum travel
way width of 26) can be
considered maintenance if
done to correct a
maintenance problem.
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Shoulder and Side Approaches
The following table defines maintenance categories for shoulder and side approaches.
Shoulder and Side Approaches
Routine Maintenance Preventive Maintenance Major Maintenance
All shoulder work to restore
to its originally constructed
condition including:
recondition, rebuild, level-up
and overlay. This work would
also encompass installation
and maintenance of public
access drives, crossovers,
turn lanes and mailboxturnouts.
All shoulder work to prevent
major deterioration of the
pavement including: milling
or bituminous level-ups to
restore cross section, light
overlays (overlays not to
exceed total average depth
of 2), seal coats, crack
sealing and microsurfacing.
Shoulder repair and wideningnot to exceed 26 full
roadway width.
All shoulder work to restore
to its originally constructed
condition and/or to
strengthen the pavement
structure for the current and
projected future traffic usage,
including but not limited to:
recondition and/or stabilize
base and subgrade, add
base, level up, light overlays
(overlays not to exceed total
average depth of 2) and seal
coats. Adding shoulders, if
done to correct a
maintenance problem,
(maximum width of 4 total for
both sides) can be
considered major
maintenance.
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Roadside
The table below defines roadside maintenance categories.
Roadside
Routine Maintenance Preventive Maintenance Major Maintenance
All work to maintain the
roadside including but not
limited to: maintenance and
operation of rest areas and
picnic areas, litter removal,
mowing, placing herbicides,
tree and brush trimming and
removal, repair and
upgrading of guard rails and
extruder terminals, repairing
slides and side slopes,
placing topsoil, sod, shrubs,
etc. to reestablish proper
grade and vegetative cover
and landscaping, removal or
treatment of roadside
hazards, installation and
maintenance of
environmental protection
devices, and mitigation of
spills or hazardous materials.
None. None.
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Drainage
The table below defines maintenance categories for drainage.
Drainage
Routine Maintenance Preventive Maintenance Major Maintenance
Replacement, repair and
installation of curb, gutter,
riprap and underdrain;
cleaning, repairing or
replacing culverts, storm
sewers, erosion controls;
reshaping drainage ditches
and channels.
Removal of debris and
siltation from channels to
prevent damage to structures
or flooding of roadways.
Repair or replacement of
slopes and/or riprap to
prevent damage to structures
or embankments.
Constructing new drainage
channels or modification of
drainage structures to
increase drainage capacity.
Performed only to correct a
maintenance or safety
problem or to protect public
or private property.
Structures
The table below defines maintenance categories for structures.
Structures
Routine Maintenance Preventive Maintenance Major Maintenance
Repair of substructures,
superstructures, decks,
joints, approach slabs and
railing; spot painting; repair
and operation of movable
bridges; installation of
temporary bridges; repair and
installation of fender
systems.
Steel structure cleaning and
repainting or the installation
of other coatings; installation
of bridge deck protection;
joint cleaning and sealing or
replacement.
Bridge rehabilitation,
reconstruction, or
replacement. Replacement of
structures only as a result of
major disaster when no other
funds or programs are
available.
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Traffic Operations
The following table describes maintenance categories for traffic operations.
Traffic Operations
Routine Maintenance Preventive Maintenance Major Maintenance
Installation, repair and
replacement of signs,
delineators, illumination,
signals and related
appurtenances; installation
and replacement of striping,
pavement graphics, raised
pavement markings and
rumble strips; maintenance of
traffic control cabinets and
the corresponding
attachments (including but
not limited to loop detectors,
video cameras, changeable
message signs, etc.).
Replacement of striping,
pavement graphics, raised
pavement markings, and
rumble strips may be
performed in conjunction with
a resurfacing operation.
Installation of new signal
systems to upgrade outdated
designs.
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Emergency Operations
The table below defines maintenance categories for emergency operations.
Emergency Operations
Routine Maintenance Preventive Maintenance Major Maintenance
Assistance to traffic during
accidents including traffic
control, removal of debris
and spilled cargo, and snow
and ice control. Assistance to
traffic during other natural
disasters such as floods,
tornadoes, hurricanes and
fires; removal of debris from
the roadway after natural
disasters. The District
Engineer determines that
immediate action is needed
to respond to imminent threat
to life or property or to
prevent disruption of the
orderly flow of traffic and
commerce. Work off of the
right of way, such as
assistance to cities, counties
and individuals, can be
performed only when
directed by the local Disaster
District Chairman (usually the
local Department of Public
Safety Captain), Director of
the Division of Emergency
Management or the
Governor.
None. None.
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Types of maintenance management
Routineon-going maintenance activities such as cleaning, grading roads and
mowing lawn, which are required because of continuing use of the facilities
Preventiveperiodic adjustment, lubricant and inspection of mechanical or otherequipment to ensure continuing working conditions
Major prospects such as floor replacement, re-roofing or complete re-painting which
are performed once every years
Emergencyunexpected breakdown of assets or equipment. These are
unpredictable or reactive type of maintenance and are more difficult to schedule than
the above 3 categories.
Repair is restoring an asset by a part which is broken or damaged, or reconditioning that part
to its original or acceptable working conditions. The needs for repairs can result from normal
wear, vandalism, misuse or improper maintenance.
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8 types of maintenance: a comparison
Published on November 28, 2009 inLocal Government.
Condition /
Inspection
Citizen
Enquiry
Job/Maintenance Comments
1. Run to Failure
or Reactive: often
where budgets are
far outweighed by
the available
resources, both staff
and money.
Only done in
response to an
event, i.e. a
report from other
staff or citizen
Often the
only way
the
Custodian
will get to
know of an
asset
failure or
suspected
failure
Sometimes Citizen
reports initiate jobs,
other times it
initiates a
technical inspection
Common where the
Custodian makes a
udgement in the
environment of
limited funds e.g.
Tree
Maintenance. In
such cases,
Insurance cover
represents a hidden
cost
2. Event driven
maintenance: where
an event drives the
need for action.
Can be
performed by
generic staff
using a pre-
defined list of
observations or
a locally
generated
framework.
Often
categorised
by the
Asset
Custodian
as a
Service
request
The likelihood of the
ob going ahead
sometimes depends
on budget and
sometimes on
Legislation or local
service levels
Here, the asset may
not have intrinsically
failed but the job will
provide a service,
e.g. the service of
providing clean
streets
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3. Calendar based,
Pre-planned or
Routine
maintenance
Not required in
relation to the
regular
maintenance. May
be performed on
an ad-hoc basis in
response to an
unusual event.
Usually
comments
on the
condition of
the asset or
an event
requiring an
ad-hoc
maintenance
action
Pre-planned
pattern of jobs
based on the
domain science
and studies
made by
experts in
relevant
circumstances.
Examples are
Grounds
Maintenance, Street
Sweeping and Refuse
collection. Sometimes
dependent on local
budgets and political
considerations.
4. Statistical
based: a
preventative
maintenance
technique common
with machine and
possibly vehicle
maintenance.
Not required in
relation to the
regular
maintenance. May
be performed on
an ad-hoc basis in
response to an
unusual event.
Reports an
unusual
event as the
principle is
to maintain
100%
availability.
Similar to no 3
the pre-planned
pattern of
maintenance is
based on
previous
studies by
domain or asset
experts.
Often used for
vehicles, plant and
production machinery
5. Condition based:often where a
human inspection
results in
maintenance actions
being collated and
then issued as funds
allow.
Is the basis for thismaintenance
type. Sometimes
the inspection will
be prescribed by
Code of Practice
or Legislation.
Wherereceived
usually
initiate a
technical
inspection.
Jobs collectedfrom
Inspections
cannot always
be executed,
due to budget
limitations,
building up a
Work-bank or
backlog
Roads, Bridges, PlayEquipment are all
examples of where
this is used in the
Municipal context
6. Predictive
Maintenance based
on science or
condition readings:
visual or sensor-
based
An inspection or
sensor will take
condition readings
and, based on
readings, jobs are
proposed
No usually
relevant
Jobs aim to
prevent failure
and minimise
asset down-
time
Common where
maintenance is costly
(e.g. Street Lights)
and for some types of
machinery.
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7. Reliability
Centred
Maintenance. It is
generally used to
achieve
improvements in
fields such as the
establishment of
safe minimum levels
of maintenance,
changes to
operating
procedures and
strategies and the
establishment of
capital maintenance
regimes and plans.
Successful
implementation of
RCM will lead to
increase in cost
effectiveness,
machine uptime, and
a greater
understanding of the
level of risk that the
organization is
presentlymanaging. Common
for very high cost
assets where
reliability has a high
consequence, e.g.
production line
machines, airline
engines and so on.
Inspections may
be made on the
bench in the case
of Rotable
Assets or done
when machinery is
taken out of use
on a production
line (line switched
off or rotable
assets within the
production line)
Not usually
involved,
although
staff
operating
these assets
will report
unusual
performance
and will
usually be
trained to
act as non-
expert eyes
Carrying out
obs on assets
on the bench
or closed down
results in better
reliability with
high capital cost
items.
RCM starts with 7
questions:
What is the item
supposed to do and
its associated
performance
standards?
In what ways can it fail
to provide the
required functions?
What are the events
that cause each
failure?
What happens when
each failure occurs?
In what way does
each failure matter?
What systematic task
can be performed
proactively to prevent,
or to diminish to a
satisfactory degree,
the consequences of
the failure?
What must be done if
a suitable preventive
task cannot be
found?
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8. Financially
Optimised
Maintenance: Carry
out Maintenance to
fit the available
funds. In Public life
in the UK and other
countries, we might
notice PMS and
Bridges moving in
this direction.
Can be any mix of
machine based,
visual or sensor.
Citizens
report in
non-expert
mode so
expert
inspections
usually
ensue
Jobs depend on
budgets as
other options
are available:
e.g. close a
road, restrict
bridge width
available to
vehicles.
Pavement
Management is typical
and Bridge
Maintenance in the
UK is heading in that
direction with the
Bridge Condition
Index (BCI).
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MAINTENANCE MANAGEMENT &MAINTENANCE MANAGEMENT SYSTEM
(MMS)
At the end of this assignment, student will get an overview of Maintenance Management as:
a guide to setting up a Maintenance Management System (MMS)
a step-by-step explanation of Maintenance Management
a guide for field operations a guide for management
an indicator of computer requirements
a procedures manual for MMS operation and update
As a training guide
As a view of the organizational attributes of Maintenance Management
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Maintenance Management Concept
Maintenance management is a method of utilizing resources to accomplish a predetermined level of
service for assets. Formal maintenance management includes the primary management functions of
planning, organizing, directing and controlling. (CRAB, 2007)
In another way of describing maintenance management, it is a systematic work management process
that applies good common sense to help people work together to improve maintenance operations.
Maintenance management provides a framework for structuring the maintenance plans, tracking work
accomplishment and preparing reports that compare planned and actual performance. With a basic
framework for management which includes planning, organizing, directing and controlling, an
overview of maintenance management flow is present as below.
In interpreting the step above, the details of each are step as below,
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1. PLANNING
Planning maintenance activities are depending based upon
the features to be maintained,
the resources needed (labour, equipment & materials)
in order to provide maintenance and the level of service to be provided by the maintenance. Thisincludes preparing budgets based upon maintenance performance standards to define the specific types
and amounts of maintenance work.
2. ORGANIZING
Organizing the labour, equipment and material resources to ensure that planned maintenance activities
can be accomplished with the budget available.
3. DIRECTING
Directing maintenance operations by authorizing, scheduling and supervising maintenance activities
and preparing the annual, seasonal and short-term schedules needed for guidance.
4. CONTROLLING
Controlling maintenance operations by monitoring work accomplishment and expenditures to ensure
that planned work programs are actually achieved within available resource levels.
The breakdown of each of flow can be presented as follows:
(Source: http://www.crab.wa.gov)
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Maintenance System
According to County Road Administration Board (CRAB), a maintenance management system
(MMS) can be described as a systematic process to manage a maintenance program.
Maintenance management systems are commonly used by public works directors and field managers
to plan, organize, schedule, control and evaluate maintenance programs. In handling the role and
responsibilities, many employees and often millions of dollars, the management requirements are
complex and require consistent procedures to ensure the success of a maintenance program.
Essentially, maintenance management systems are orderly processes for:
recording,
analyzing
displaying
in terms of information about the system, the work performed in maintaining the system and theresulting costs and condition of the system.
For small operations, manual recording and analysis may be a suitable means of operating the system,
though with availability of microcomputers, almost all agencies can benefit from the use of electronic
data processing for management systems. (CRAB, 2007)
There are many ways in which the data is processed but the concepts of a maintenance management
system remain the same. The basic components of maintenance management systems developed andgenerally accepted by maintenance organizations include:
The development of performance standards for principal maintenance activities describing
o the procedures to be followed,
o the labour
o equipment and materials to be used
o rate of production to be achieved.
The determination of workloads through the measurement of quantities and the evaluation of
external influences (such as weather and traffic) acting upon these elements which create a
need for maintenance.
The budgeting of resources (labour, equipment, materials) to meet the predicted workload in
terms of specific programs (activities, quantities, locations) to be achieved.
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The scheduling of activities within the budgeted program to utilize resources in the most
efficient manner, to reduce fluctuations in manpower and equipment requirements, and to
keep the roadway system operating in a safe, convenient manner.
The establishment of a management information system which provides the basic knowledge
required by operating managers for routine decisions and the special reports required by
management for control and improvement of the program.
Basically, the element of a maintenance management system is timely reporting and accurate data.
This allows the performance evaluations and management decisions to the based upon documented
facts. The facts include information as to:
how effectively and economically the available resources were utilized by the field forces
how much work was done in comparison with the amount originally planned.
Problem areas can then be identified and corrective action can be taken to ensure effective
accomplishment of the work program.
Advantages of Maintenance Management System (MMS)
Improved Resource
Utilization
The maintenance management system helps county engineers use their labour,
equipment, and materials more efficiently. For example, workload peaking can be
reduced considerably, improving labour/productivity.
Equitable Resource
Allocation
In the maintenance management system, expenditures in each property are based onthe building requirement. Thus, expenditures in each building have an objective basis
and all parts of the building have comparable levels of service
Budget Evaluation
In the maintenance management system, a proposed budget is derived from a workprogram that specifies exactly how the money will be used. If available funds are less
than the amount needed, someone in the authority must decide which maintenance
services are to be reduced or eliminated. If the elected officials direct that additional
services or higher levels of maintenance service be carried out, the cost can readily
be determined. After a budget has been approved and the money spent, elected
officials can compare the actual results with those in the approved work program
Employee Morale
Field supervisors and their crews like to know what is expected of them. The
maintenance management system provides them with clear performance standards
and timely information about their actual performance. Experience has shown that
improved morale is particularly evident when supervisors participate in thedevelopment of performance standards and system procedures and in the actual
reporting of daily work accomplishment.
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Disadvantages of Maintenance Management System (MMS)
Insufficient
Management Support
Normally, the engineer and his staff will be responsible for developing the details of
the system. Elected officials, however, should be kept informed of the system
operation and of the consequences associated with managing within the systemapproach. They must have a sincere commitment to the system objectives and
procedures.
Lack of Adequate
Orientation andTraining
Inadequate orientation and training of field personnel can cause problems and
confusion during the initial periods of implementation. Do not expect operations andprocedures to change automatically because a memo is issued or a manual of
instructions is distributed. Special efforts are essential to bring about understanding
and acceptance of new methods and procedures, such as a series of carefully planned
workshops for supervisors. Advanced orientation and training will pay off with
quicker and more effective results. Without such training, implementation will be
painful at best, and perhaps even unsuccessful.
Labour Union
Opposition
A few special considerations can arise when maintenance forces are unionized. To
alleviate the concern and scepticism of union workers regarding new techniques and
procedures affecting their jobs, management must discuss the new system early inorder to establish a mutual understanding and alleviate apprehension. Union support
and endorsement of new systems and procedures generally occur when labour union
representatives participate in discussions with management regarding the impacts ofsystem implementation on union employees spent, elected officials can compare the
actual results with those in the approved work program
Over-refinement Some managers seek unrealistic precision in the system. Excessive numbers of
defined work activities, application of sophisticated time and motion studies as a
prerequisite for adopting work performance standards, and unduly complicated
procedures for reporting and summarizing work performance all delay
implementation and acceptance of the system. The fact that many maintenanceagencies employ performance standards suggests that there is no need to reinvent
the wheel. Nor is there any need for time-and-motion studies. Instead, there is need
only to adapt and refine existing standards. A county can adopt standards that workfor another county, revising them as experience is gained
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What kinds of information are needed to set up a maintenance management system?
Management unit data
Maintenance feature inventory data
Labour, equipment and materials cost and inventory data
Maintenance activity information
Location information
What are the specific procedures and questions addressed by maintenance management?
How is the maintenance operation organized? (management unitsdistricts, areas)
What is maintained and what condition is it in? (feature inventory and condition
assessment)
What type of maintenance work is done? (activity list)
How often or how much maintenance work should be done? (quantity standard and service
level)
What people, equipment and materials are needed? (resources and costs)
When is work done? (work calendar)
When, where, why, and how is the maintenance activity performed? (activity guideline)
Where is work done? (location)
What is the optimum level of maintenance? (desired work program and budget)
What level of maintenance is funded? (planned work program)
What is the difference between the desired and planned programs? (deferred maintenance)
How much work is actually accomplished or requested? (work reporting)
How does the planned work program compare to actual work accomplished? (evaluation
reports)
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REFERENCE
1. County Road Administration Board(CRAB) (2007), Maintenance Management Manual,CRAB Summary MM Manual.docx. www.crab.wa.gov/maintenance
2. http://www.struktonrail.com/maintenance/maintenance-concept/
3. http://rksinha59.150m.com/articles/Maintenance.htm
4. http://sports-pramod-pramod.blogspot.com/2011/07/concept-of-maintenance-
management.html