ASSIGNMENT 1

Vikash Kumar
C-2
TH
7 SEM
ME10401206566

Q1. Explain advantages and disadvantages between Block

replacement, age replacement and periodic replacement policy.

BLOCK REPLACEMENT

Under a block replacement policy the unit is replaced on failure

and at .xed times T; 2T; 3T; :::
In practice we have a block or set of components (e.g. lights on a
motorway). Two types of
replacement are carried out:
1. units as they fail (in-service failures)
2. all units (irrespective of which have failed and been replaced)
at the .xed times T; 2T; 3T; :::
The former are sometimes termed emergency replacements and
the latter are planned replacements.
Suppose that the unit cost for planned replacement is cp
and the unit cost for in-service replacement is cs with cs > cp
Age replacement
Block replacement policy has advantage of ease of
administration, since records do not have to be kept of when
items are replaced. All items are replaced at times kT irrespective
of the length of time in service. However it has the disadvantage
that almost new items (those replaced upon failure just before a
time kT) are replaced at planned times kT:
We may instead replace components either at a predetermined
age T or on failure if it occurs
earlier. The costs are respectively cp, cs with cp < cs:
Let the time interval between consecutive replacements (of either
type) de.ne a cycle.
We .nd T to minimize
(T) =

Expected replacement cost per cycle

Expected cycle length
Q2. Write short notes on all types of maintenance with examples.
REACTIVE MAINTENANCE

Reactive maintenance (also known as corrective maintenance)

involves all unscheduled actions performed as a result of system
or product failure. Basically, it is an attempt to restore the
system/product to a specified condition. The spectrum of activities
within this level are (1) failure identification, (2) localization and
isolation, (3) disassembly, (4) item removal and replacement or
repair in place, (5) reassembly, and (6) checkout and condition
verification. This approach is mainly a response to machine
breakdowns. Unfortunately, many manufacturers are still in a
reactive mode of operation. Their main objective is to ship the
product. If their manufacturing equipment breaks down, they fix it
as quickly as possible and then run it until it breaks down again.
This is an extremely unreliable process and is not the best way to
maximize the useful life span of one's assets. It leaves machine
tools in a state of poor repair and can cause the production of outof-tolerance parts and scrap. Because of its unpredictable nature
it can easily cause disruptions to the production process.
SCHEDULED MAINTENANCE
Scheduled maintenance utilizes a previously developed
maintenance schedule for each machine tool. This is much like an
oil change on an automobile that takes place every three months
or 3,000 miles, whichever comes first. While this is a broadly
practiced technique in many manufacturing organizations, it does
possess some distinct disadvantages. The scheduled
maintenance may take place too soon, while the machine still
operates well (15-20 percent of all components fail after a
predictable time), or it may come too late if the machine fails
before the scheduled maintenance time. In some cases, the
machine may still be running but producing unacceptable parts.
Scheduled maintenance can be considered a part of preventive
maintenance known as fixed-time maintenance (FTM). Preventive
maintenance is discussed later.
PREDICTIVE MAINTENANCE

Predictive maintenance involves performing maintenance on a

machine in advance of the time a failure would occur if the
maintenance were not performed. Of course, this means that one
must calculate when a machine is predicted to fail. In order to do
this, the firm must collect data on variables that can be used to
indicate an impending failure (vibration, temperature, sound,
color, etc.). This data is then analyzed to approximate when a
failure will occur and maintenance is then scheduled to take place
prior to this time. By seeking the correct level of maintenance
required, unplanned downtime is minimized.
PREVENTIVE MAINTENANCE
Preventive maintenance encompasses activities, including
adjustments, replacement, and basic cleanliness, that forestall
machine breakdowns. Preventive activities are primarily condition
based. The condition of a component, measured when the
equipment is operating, governs planned/scheduled maintenance.
Typical preventive maintenance activities include periodic
inspections, condition monitoring, critical item replacements, and
calibrations. In order to accomplish this, blocks of time are
incorporated into the operations schedule. One can easily see
that this is the beginning of a proactive mode rather than a
reactive one. The purpose of preventive maintenance is to ensure
that production quality is maintained and that delivery schedules
are met. In addition, a machine that is well cared for will last
longer and cause fewer problems.
Current trends in management philosophy such as just-in-time
(JIT) and total quality management (TQM) incorporate preventive
maintenance as key factors in their success. JIT requires high
machine availability, which in turn requires preventive
maintenance. Also, TQM requires equipment that is well
maintained in order to meet required process capability.
Preventive maintenance is also seen as a measure of
management excellence. It requires a long-term commitment,

constant monitoring of new technology, a constant assessment of

the financial and organizational tradeoffs in contracting out versus
in-house maintenance, and an awareness of the impact of the
regulatory and legal environment.
Q3. Explain computerized maintenance and Total Productive
Maintenance
Total productive maintenance
One of the main objectives of TPM is to increase the productivity of
plant and equipment with a modest investment in maintenance. Total
quality management (TQM) and total productive maintenance (TPM)
are considered as the key operational activities of the quality
management system. In order for TPM to be effective, the full support of
the total workforce is required. This should result in accomplishing the
goal of TPM: "Enhance the volume of the production, employee morale
and job satisfaction."[2]
The Eight Pillars
The eight pillars of TPM are mostly focused on proactive and
preventative techniques for improving equipment reliability:
Autonomous maintenance, Planned Maintenance, Quality Maintenance,
Focused Improvement, Early Equipment Management, Training and
Education, Safety Health Environment, TPM in Administration. [3]
Implementation of Total Productive Maintenance
Following are the steps involved by the implementation of TPM in an
organization: Initial evaluation of TPM level, Introductory Education
and Propaganda (IEP) for TPM, formation of TPM committee,
development of master plan for TPM implementation, stage by stage
training to the employees and stakeholders on all eight pillars of TPM,

implementation preparation process, establishing the TPM policies and

goals and development of a road map for TPM implementation.
According to Nicholas,[4] the steering committee should consist of
production managers, maintenance managers, and engineering
managers. The committee should formulate TPM policies and strategies
and give advice. This committee should be led by a top-level executive.
Also a TPM program team must rise, this program team has oversight
and coordination of implementation activities. As well, it's lacking some
crucial activities, like starting with partial implementation. Choose the
first target area as a pilot area, this area will demonstrate the TPM
concepts.[4] Lessons learned from early target areas/the pilot area can be
applied further in the implementation process.
Objectives of Total productive maintenance[edit]
The main objective of TPM is to increase the Overall Equipment
Effectiveness of plant equipment. TPM addresses the causes for
accelerated deterioration while creating the correct environment between
operators and equipment to create ownership.
OEE has three factors which are multiplied to give one measure called
OEE
Performance x Availability x Quality = OEE
Each factor has two associated losses making 6 in total , these 6 losses
are as follows:
Performance = (1) running at reduced speed - (2) Minor Stops
Availability = (3) Breakdowns - (4) Product changeover
Quality = (5) Startup rejects - (6) Running rejects
The objective finally is to identify then prioritize and eliminate the
causes of the losses. This is done by self managing teams that problem
solve. Employing consultants to create this culture is common practice

Q4. Explain all types of Non-destructive testing.

Nondestructive testing or Non-destructive testing (NDT) is a wide
group of analysis techniques used in science and industry to evaluate the
properties of a material, component or system without causing damage. [1]
The terms Nondestructive examination (NDE), Nondestructive
inspection (NDI), and Nondestructive evaluation (NDE) are also
commonly used to describe this technology.[2] Because NDT does not
permanently alter the article being inspected, it is a highly valuable
technique that can save both money and time in product evaluation,
troubleshooting, and research.
Common NDT methods include
ultrasonic,
magnetic-particle,
liquid penetrant,
radiographic,
remote visual inspection (RVI)

eddy-current testing,[1]
and low coherence interferometry.
NDT is commonly used in forensic engineering, mechanical engineering,
electrical engineering, civil engineering, systems engineering, aeronautical
engineering, medicine, and art