Chapter 10

three key areas of decision-making involved in organizing maintenance resources

for a multi-trade workload:

1. Mix, Location, and Size of Maintenance Resources

This area focuses on how many and what type of maintenance resources are needed,
and where they should be located to be most effective.

Challenges:

 Too many workers can be costly and inefficient, while too few can lead to delays.
 Properly locating teams is essential for quick response times.

2. Nature and Type of Administrative Procedures

This refers to how maintenance activities are planned, approved, tracked, and
managed within the organization to ensure smooth operations and accountability

Challenges:

 Balancing the need for efficiency with the need to maintain thorough records and
documentation.
 Avoiding excessive red tape that slows down work.

3. Work Planning and Scheduling Systems

This area focuses on how maintenance tasks are scheduled and how resources are
matched to the workload to ensure tasks are completed on time and efficiently.

Workload refers to the amount of work or tasks that need to be completed within a
given time frame.

Maintenance Workload Categories:

1. Deterministic Workload:
1. These tasks are predictable and can be scheduled with advance planning.
2. Examples: Preventive maintenance (PM), modifications or upgrades, and other
planned projects.
3. Since these tasks are expected, resource allocation for these tasks can be planned well
in advance.
2. Probabilistic Workload:

1. This includes tasks that are not easily predicted and often arise unexpectedly.
2. Examples: Corrective maintenance (CM) and emergency repairs.
3. Due to their unpredictable nature, these tasks require a more flexible and reactive
resource allocation strategy.

1. Trade Force Mix

  Focus:
o The types of trades (skills) needed and how the workforce is organized into
specialized teams.
 Goal:

o Ensure the right skills (electricians, mechanics, welders, etc.) are available to perform
tasks effectively.

 Key Challenge:

o Coordinating between different trades to ensure efficient task execution and avoid
delays.

2. Trade Force Location

 Focus: The geographic placement of the workforce (centralized vs. decentralized).
 Goal: Reduce travel time and response delays by positioning workers in optimal locations.
 Key Challenge:

o Balancing the cost of decentralization (e.g., duplication of resources) with the

efficiency of centralization.

3. Trade Force Size

 Focus: The number of workers needed to handle the workload.
 Goal: Minimize total costs by balancing labor costs and downtime costs.
 Key Challenge: Determining the right size for unpredictable (probabilistic) workloads while
maintaining flexibility.

Summary of Differences:

Aspect Trade Force Mix Trade Force Location Trade Force Size
What it Skills and team Number of workers
Workforce placement.
Addresses composition. needed.
"Do we have the "Are workers in the right "How many workers
Key Decision
right skills?" locations?" are required?"
Key Coordination Balancing centralization Managing labor costs
Challenge between trades. and costs. and downtime.

Administrative Structure in Maintenance

The administrative structure in maintenance refers to the organizational setup and

division of responsibilities with in the maintenance department. It focuses on how
tasks, roles, and authority are allocated to ensure efficient and effective maintenance
operations. The structure should align with the organization's overall goals and
resources to optimize performance.
centralized coordination means having a central team or department responsible for
managing all aspects of maintenance activities—scheduling, resource allocation,
prioritization, and communication—across all specialized teams.

Key Rules for Work Planning:

1. Authority: The planner must be able to make decisions about priorities and resource
allocation.
2. Information: The planner must have access to accurate, timely information about the
workload and available resources.
3. Responsibility and Communication: Clear responsibilities and well-defined communication
lines are crucial for effective planning and execution.

Two important equipment records are:

Equipment Record Card: is used to capture initial and basic
information about the equipment, mainly focusing on its acquisition,
installation, and technical specifications.

The Equipment History Record Card tracks the operational life of the equipment,
documenting all the faults, repairs, replacements, and maintenance activities
performed during its use.

The Maintenance Scheduling Card is used to schedule maintenance activities,

ensuring that tasks are carried out at the right time and that resources are allocated
efficiently.
The Maintenance Work Description Card provides a detailed description of a
specific maintenance task, outlining what is to be done and the steps to follow.

Chapter 11
Inventory control refers to the process of managing and overseeing the ordering,
storage, and use of inventory to ensure that the right amount of stock is available at
the right time, while minimizing costs.
There are three different types of spares inventory control methods :-

1. Insurance Inventory:Insurance inventory consists of spare parts that are unlikely to be used, but are
purchased as insurance to prevent disruptions in case of a failure.
Examples:
Rare or specialized parts for machinery or equipment that are difficult to find or
procure on short notice.
2. Manually controlled inventory is used for spare parts that have a low usage rate
and are not predictable, making them difficult to forecast mathematically.
3. Automatically controlled inventory is for spare parts that have a high usage rate
and predictable demand, allowing for the use of mathematical forecasting
techniques to manage them efficiently
Examples:
Commonly used spare parts like filters, seals, and lubricants that are consistently
required in maintenance operations.
Common Approaches to Maintenance

1. Breakdown Maintenance :Breakdown maintenance, also known as reactive

maintenance, occurs after a piece of equipment has already failed. This approach does
not involve any preventive action, and repairs are carried out when a failure happens.

2. Preventive Maintenance: Preventive maintenance (PM) is a proactive approach

that involves performing regular maintenance activities at scheduled intervals, even if
the equipment is not showing any signs of failure. The aim is to prevent breakdowns
before they occur.

3. Predictive Maintenance (Part of Preventive Maintenance):Predictive

maintenance (PdM) is a more advanced form of preventive maintenance that uses
real-time data from sensors and monitoring equipment to predict when maintenance
should be performed. This strategy aims to fix equipment before it fails, based on
actual wear and performance data rather than a set schedule.

4. Proactive Maintenance: Proactive maintenance is an approach that focuses on

identifying and addressing the root causes of failures rather than just dealing with
the symptoms. It seeks to eliminate the underlying issues that cause repeated failures
in equipment.

1. VED vs AFH
2. The three life cycles, burn in, random, wear considering your project your project.
3. Fixed time, condition based and total maintenance. Which one for simple
replacable
4. MTBF, MTTF, MTTD, MTTR Reliability, maintainability, availability in diagram.
5. Partially distributed managment

6. Two pumps in standby mode

7. Gear pinshuting

Maintenance exam

Part I

1. VED vs AFH
2. The three life cycles, burn in, random, wear considering your project your project.
3. Fixed time, condition based and total maintenance. Which one for simple
replacable
4. MTBF, MTTF, MTTD, MTTR Reliability, maintainability, availability in diagram.
5. Partially distributed managment
6. what is pin shooting ?
7. Two pumps in standby mode

Part II : based on the above Case study answer the ff.

1. What could NASA management have done differently?

2. What, if anything, could their subordinates have done differently?

3. What should Roger Boisjoly have done differently (if anything)? In answering this
question, keep in mind that at his age, the prospect of finding a new job if he was fired
was slim. He also had a family to support.
4. What do you (the students) see as your future engineering professional
responsibilities in relation to both being loyal to management and protecting the
public welfare?

NOTICE : Search more about The Space Shuttle Challenger Case. He may change the
case study or may not. Anyways read it. ‼️
- And also there were some calculation questions which are not mentioned here ‼️