Maintenance Management in India Manufacturing

250 Int. J. Technology, Policy and Management, Vol. 8, No.
3, 2008
An assessment of maintenance management

initiatives in the Indian manufacturing industry
I.P.S. Ahuja* and J.S. Khamba

University College of Engineering
Punjabi University
Patiala – 147 002, Punjab, India
E-mail: ahujaips@yahoo.co.in
E-mail: jskhamba@yahoo.com
*Corresponding author
Abstract: Traditionally, maintenance has been viewed as a support function

of a business. Managing equipment performance has not been a top priority
until the recent years in the manufacturing industry. The inadequacies of the
maintenance practices in the past have adversely affected organisational
competitiveness. The challenging contemporary manufacturing scenario
calls for developing a keen understanding of the intricate dynamics of
the production facility to remain competitive in the highly challenging
business climate. These challenges are forcing manufacturing organisations
globally to foster high reliability, availability and maintainability in the
manufacturing systems. The present research is aimed at developing an insight
into the prevalent maintenance practices adopted in the contemporary
Indian manufacturing industry for realising the sustainable growth and
development of the industrial sector. The study highlights the endeavour of
Indian manufacturing organisations in making significant organisational
transformation, from breakdown or reaction maintenance regimes to proactive
Total Productive Maintenance (TPM) initiatives for affecting organisational
performance improvements.
Keywords: maintenance; Preventive Maintenance; PM; Predictive

Maintenance; PdM; Computerised Maintenance Management Systems;
CMMS; Total Productive Maintenance; TPM; competitiveness.
Reference to this paper should be made as follows: Ahuja, I.P.S. and

Khamba, J.S. (2008) ‘An assessment of maintenance management initiatives
in the Indian manufacturing industry’, Int. J. Technology, Policy and
Management, Vol. 8, No. 3, pp.250–278.
Biographical notes: I.P.S. Ahuja holds a Bachelor’s degree in Mechanical

Engineering and a Masters degree in Industrial Engineering from the Thapar
Institute of Engineering and Technology, Patiala, Punjab, India. Currently, he
is working as a Reader in Mechanical Engineering at the University College of
Engineering, Punjabi University, Patiala, Punjab. His main research area is
Total Productive Maintenance (TPM).
Professor J.S. Khamba holds a Bachelor’s degree in Mechanical Engineering,

a Masters degree in Industrial Engineering and a PhD in Technology
Management from the Thapar Institute of Engineering and Technology,
Patiala, Punjab, India. Currently, he is working as a Professor in Mechanical
Copyright © 2008 Inderscience Enterprises Ltd.

An assessment of maintenance management initiatives 251
Engineering at the University College of Engineering, Punjabi University,

Patiala, Punjab. His main research areas are technology management,
nontraditional machining and TPM.
1 Introduction
The manufacturing industry has undergone a significant change over the last three
decades. In today’s highly dynamic and rapidly changing environment, the global
competition among organisations has led to higher demands on the manufacturing
organisations (Miyake and Enkawa, 1999). The changes in the current business
environment are characterised by intense competition on the supply side and heightened
volatility in customer requirements on the demand side. These changes have left
their unmistakable marks on the different facets of the manufacturing organisations
(Gomes et al., 2006). The global marketplace has witnessed increased pressure from
customers and competitors for greater value from their purchase, whether based on
quality, faster delivery or a lower cost in manufacturing as well as the service sector
(Basu, 2001; George, 2002). Increased customer demands, generated by the process
of constant change in the international and national competitive environment, have
affected the manufacturing organisations globally. Organisations that want to survive in
today’s highly competitive business environment must address the need for high quality,
lower costs, and more effective and swifter Research and Development (R&D) (Gotoh,
1991; Hipkin and Cock, 2000). Confronted with such a reality, manufacturing
organisations are under immense pressure to enhance their manufacturing competences to
create value for customers and improve the cost effectiveness of their operations on a
continuous basis.
In today’s fast-changing marketplace, slow and steady improvements in
manufacturing operations do not guarantee the sustained profitability or the survival of an
organisation (Oke, 2005). Competitive pressures and changing production management
paradigms, in recent years, have increased the importance of reliable and consistent
production equipment. The recent competitive trends have been pushing manufacturing
organisations to reconsider the significance of increasing equipment availability and
utilisation, maintenance productivity and resource utilisation, and of enhancing the
quality and responsiveness of maintenance services to meet the organisation’s goals
to achieve world-class status. Equipment management has received significant attention
in recent years in the manufacturing industry because of the industry’s dynamic
characteristics and the increasing cost of capital equipment.
Historically, management has devoted much of its efforts in improving manufacturing
productivity to probing, measuring, reporting and analysing the manufacturing
costs. Similar efforts with regards to affecting and monitoring maintenance function
productivity are long overdue (Drui and Juul, 1975). Maintenance, being an important
support function in business with significant investments in plants and machinery,
plays an important role in meeting these objectives. The inefficiencies in equipment
management have a significant impact on the organisation’s productivity and
profitability. As a result, managing equipment performance becomes a challenging task
for manufacturing managers. Thus, maintenance has emerged as an essential function in
252 I.P.S. Ahuja and J.S. Khamba
manufacturing organisations especially in the contemporary competitive environment.

For the maintenance function to make a significant contribution to profits, productivity
and quality, it must be recognised as an integral part of the plant production
strategy (Ahuja et al., 2006). Modern manufacturing requires that organisations possess
effective and efficient maintenance strategies to become successful and achieve
world-class manufacturing competences. This has provided the impetus to the leading
organisations worldwide to adopt effective and efficient maintenance strategies such
as Condition-based Maintenance (CBM), Reliability-centered Maintenance (RCM) and
Total Productive Maintenance (TPM) over the traditional fire fighting reactive
maintenance approaches (Sharma et al., 2005).
Thus, maintenance plays an important role in backing up an organisation’s
emerging business and operation strategies (Pun et al., 2002). Given the significance
of maintenance in today’s operating environment, excellence in maintenance
performance becomes a strategic issue for capital-intensive organisations. Manufacturing
equipment is regarded as the major contributor to the performance and profitability
of manufacturing organisations (Kutucuoglu et al., 2001). Therefore, equipment
maintenance is an indispensable function in a manufacturing organisation (Ahmed et al.,
2005). Organisations which seek to improve competitiveness must infuse quality and
improvement measures in all aspects of their operations. This principle has led to a
complete overhaul of maintenance practices in manufacturing organisations.
2 The evolution of equipment management
The maintenance function has undergone serious change in the last three decades. A brief
overview of the various phases of equipment management is presented here:
• Breakdown Maintenance (BM) – This refers to the maintenance strategy, where
repair is done after equipment failure/stoppage, or upon the occurrence of severe
performance decline (Wireman, 1990). This maintenance strategy was primarily
adopted in manufacturing organisations worldwide prior to 1950. In this phase,
machines are serviced only when repair is drastically needed. This maintenance
strategy has the disadvantage of a high rate of unplanned stoppages, excessive
damage, spare parts problems, large waiting and maintenance times and high
trouble-shooting problems (Telang, 1998).
• Preventive Maintenance (PM) – This concept was introduced in 1951 it is a kind
of physical checkup of the equipment to prevent equipment breakdown for the
prolonged equipment service life. PM comprises maintenance activities that are
undertaken after a specified period of time or amount of machine use (Herbaty,
1990). During this phase, the maintenance function is established, and Time-based
Maintenance (TBM) activities are generally accepted (Pai, 1997). The work
undertaken may include equipment lubrication, parts replacement, cleaning and
adjustment. The production equipment may also be inspected for signs of
deterioration during PM work (Telang, 1998).
• Predictive Maintenance (PdM) – Predictive maintenance is often referred to as
CBM. In this strategy, maintenance initiatives are initiated in response to the specific
equipment condition or performance deterioration (Vanzile and Otis, 1992). Under
PdM, the diagnostic equipment is deployed to measure the physical conditions of

the equipment such as temperature, vibration, noise, lubrication and corrosion
(Brook, 1998). When one or more of these indicators reach a predetermined level,
maintenance initiatives are undertaken to restore the equipment to its desired
condition. This means that the equipment is taken out of service only when direct
evidence exists that a specific deterioration has taken place. The additional benefit
comes from the need to perform maintenance only when the need is imminent, not
after the passage of a specified period of time (Herbaty, 1990).
• Corrective Maintenance (CM) – This is a system in which the concept to prevent
equipment failure is further expanded to be applied to the improvement of equipment
so that equipment failure can be eliminated (improving the reliability) and the
equipment can be easily maintained (improving equipment maintainability)
(Steinbacher and Steinbacher, 1993). The primary difference between corrective
and preventive maintenance is that a problem must exist before corrective actions
are initiated (Higgins et al., 1995). The primary objectives of CM are improving
equipment reliability, maintainability and safety, overcoming design weaknesses,
affecting structural reforms for reducing deterioration and failures, and aiming at
maintenance-free equipment.
• Maintenance Prevention (MP) – Introduced in the 1960s, this is an activity wherein
the equipment is designed such that they are maintenance-free and an ultimate ideal
condition of “what the equipment and the line must be” is achieved (Steinbacher
and Steinbacher, 1993). In the development of new equipment, MP initiatives must
start at the design stage and should strategically aim at ensuring reliable equipment
that are easy to care for and user-friendly so that operators can easily retool, adjust
and run it (Shirose, 1992). MP often functions using the learning from earlier
equipment failures, product malfunctions, feedback from production areas,
customers and marketing functions to ensure hassle-free operation for existing
or new production systems.
• Reliability Centred Maintenance (RCM) – RCM was also founded in the 1960s, but
initially oriented towards maintaining airplanes and used by aircraft manufacturers,
airlines and the government (Dekker, 1996). RCM can be defined as a structured,
logical process for developing or optimising the maintenance requirements of a
physical resource in its operating context to realise its ‘inherent reliability’, the level
of reliability which can be achieved with an effective maintenance programme. RCM
is a process used to determine the maintenance requirements of any physical asset in
its operating context by identifying the functions of the asset, the causes of failures
and the effects of the failures.
RCM employs a logical seven-step review philosophy to meet these challenges
(Samanta et al., 2001). The steps include selecting plant areas that are significant,
determining key functions and performance standards, determining possible function
failures, determining likely failure modes and their effects, selecting feasible and
effective maintenance tactics, scheduling and implementing selected tactics, and
optimising tactics and programmes (Moubray, 1997). The various tools employed for
affecting maintenance improvement include Failure Mode and Effect Analysis
(FMEA), Failure Mode Effect and Criticality Analysis (FMECA), Physical Hazard
Analysis (PHA), Fault Tree Analysis (FTA), Optimising Maintenance Function
(OMF) and Hazard and Operability (HAZOP) analysis.
• Productive Maintenance (PrM) – PrM means the best economic maintenance that
raises equipment productivity. The purpose of PrM is to increase the productivity of
an enterprise by reducing the total cost of the equipment over the entire life from
design, fabrication, operation and maintenance, and reducing the losses caused by
equipment degradation. The key characteristics of this maintenance philosophy are
equipment reliability and maintainability focus, as well as cost consciousness of
maintenance activities. PrM is the maintenance strategy involving all those activities
to improve equipment productivity by performing PM, CM and MP throughout the
life cycle of equipment (Wakaru, 1988; Bhadury, 1988).
• Computerised Maintenance Management System (CMMS) – CMMS assists in
managing a wide range of information on maintenance workforce, spare parts
inventories, repair schedules and equipment histories. It may be used to plan and
schedule work orders, expedite the dispatch of breakdown calls and manage the
overall maintenance workload. CMMS can also be used to automate the PM function
and assist in the control of maintenance inventories and the purchase of materials.
The capability of CMMS to manage maintenance information contributes to the
improved communication and decision-making capabilities within the maintenance
function (Higgins et al., 1995). The accessibility of information and communication
links on CMMS provides improved communication of repair needs and work
priorities, improved coordination through closer working relationships between
maintenance and production, and increased maintenance responsiveness (Dunn and
Johnson, 1991).
• Total Productive Maintenance (TPM) – TPM is a unique Japanese philosophy,
which was developed based on the PrM concepts and methodologies. This concept
was first introduced by M/S Nippon Denso Co. Ltd. of Japan, a supplier of M/S
Toyota Motor Company, Japan, in 1971. TPM is an innovative approach to
maintenance that optimises equipment effectiveness, eliminates breakdowns and
promotes autonomous maintenance by operators through day-to-day activities
involving total workforce (Bhadury, 2000). TPM is a partnership between the
maintenance and production functions in the organisation to improve product quality,
reduce waste, reduce the manufacturing cost, increase equipment availability and
improve the company’s state of maintenance (Rhyne, 1990). TPM initiatives in
production help in streamlining manufacturing and other business functions, and in
garnering sustained profits (Ahuja and Khamba, 2007).
TPM permanently improves the Overall Effectiveness of Equipment (OEE)
with the active involvement of operators (Hartmann, 1992). TPM is considered
to be an effective strategic improvement initiative for enhancing the manufacturing
system’s effectiveness and quality (Ollila and Malmipuro, 1999). The objective is to
continuously improve the production system availability and prevent the degradation
of equipment to achieve maximum effectiveness (Ravishankar et al., 1992). The
TPM initiative is targeted to enhance the competitiveness of organisations and it
encompasses a powerful structured approach to change the mindset of employees,
thereby making a visible change in the work culture of an organisation (Ahuja et al.,
2004). This method further tunes up the existing processes and equipment by
reducing mistakes and accidents. TPM is a World Class Manufacturing (WCM)
initiative that seeks to optimise the effectiveness of manufacturing equipment
(Shirose, 1995).
3 The need to enhance maintenance function effectiveness in the Indian

manufacturing industry
As organisations across the globe faced stiff cutthroat competition in the last three
decades, the Indian industry too could not escape the brunt of globalisation. The Indian
manufacturing industry has also witnessed irrepressible competition in recent times,
predominantly due to the entry of multinational organisations in the wake of
liberalisation, since the early 1990s. Due to the opening up of the Indian economy from
being merely a regulated economy, the manufacturing industry has been faced with the
uphill task of competing with the best in the world.
An insight into the contemporary manufacturing scenario reveals that maintenance
and human factors have remained as the neglected areas for a long time in Indian
organisations. Traditionally, maintenance activity has been treated as a necessary evil and
seen as an uncontrollable black box in the operation. The maintenance efforts have
usually been directed to maintaining the basic equipment conditions of manufacturing
systems with reasonable success, and maintenance has often been a disregarded issue in
manufacturing organisations. In the Indian context, maintenance has been viewed as a
reactive problem-fixing strategy and an operating expense to be minimised (Seth and
Tripathi, 2005). Due to the callous attitude of Indian entrepreneurs towards maintenance
in the past, they have found it very hard to compete effectively with the Western world in
the wake of the liberalisation of the economy since the early 1990s.
In the last decade and a half, leading Indian manufacturing entrepreneurs have taken
proactive steps to imbibe state-of-the-art maintenance improvement initiatives and
philosophies in their organisations to realise enhanced manufacturing performance. The
Indian industry is faced with the challenge of adopting cost-effective manufacturing
strategies to stay competitive. In the present context, the maintenance function must be
regarded as an equal partner in the organisation, having a huge potential in enhancing
the competitive advantage of the organisation. The manufacturing organisations in the
country have been forced to look for proactive strategic maintenance improvement
initiatives in the recent past to harness their manufacturing competences for meeting the
global competition. As a result, the maintenance function has been accepted as a potential
source of cost savings and competitive advantage.
4 Methodology
The study was carried out in the medium- and large-scale manufacturing organisations in
the country that have successfully implemented or are in the process of implementing
proactive maintenance management initiatives to investigate the maintenance
management issues and progress of Indian manufacturing organisations in implementing
state-of-the-art maintenance improvement initiatives. In this study, a reasonably large
number of manufacturing organisations (80 organisations) were extensively surveyed to

ascertain the exploits of Indian manufacturing industries with strategic maintenance
improvement initiatives for the realisation of organisational performance enhancement.
The approach was directed towards the justification of strategic maintenance
management implementation for its support of competitive manufacturing in Indian
industries. The methodology employed in the present study is depicted in Figure 1.
Figure 1 The methodology employed for the study
Detailed literature review
Problem identification and preparation of

research plan
Industry database Questionnaire generation

creation
Questionnaire pretesting and validation
Questionnaire administration
Reminders, phone calls and interviews
Data collection, analysis of data and analysis

of results
Assessment of maintenance management initiatives in the

Indian manufacturing industry
In order to ascertain the progress of Indian manufacturing organisations in adapting

proactive maintenance management initiatives, a detailed ‘maintenance questionnaire’
was designed for accessing the maintenance capabilities of the Indian manufacturing
industry and the realisation of core competences. The questionnaire survey technique has
been deployed in the present study to seek information on the status of maintenance
management issues in the Indian manufacturing industry. To effectively conduct the
survey, the maintenance questionnaire was designed through an extensive literature
review (Maggard et al., 1989; Ravishankar et al., 1992; Kodali and Chandra, 2001;
McKone et al., 2001; Seth and Tripathi, 2005; Shamsuddin et al., 2005) and validated
through peer review from academicians, consultants, TPM councillors and practitioners
(maintenance co-coordinators) from the industry. To ensure the relevance and the
effectiveness of the questions to the manufacturing industry, the questionnaire was

pretested on a representative sample of the industry. The suggestions from the peers,
consultants, TPM councillors, senior executives from the industries and academicians
were incorporated to make the questionnaire relevant to the purpose. The maintenance
questionnaire serves the purpose of revealing the exploits of Indian entrepreneurs with
proactive maintenance management initiatives for realising the organisation’s overall
goals and objectives.
It is pertinent to mention that the organisations involved in the study have at least
two years of experience regarding proactive maintenance management initiatives
implementation. The target respondents for the maintenance questionnaire were the
organisations that had made serious interventions in the field of maintenance
management initiatives and realised significant achievements through the adoption
of strategic maintenance management initiatives. Most of the respondents to the
maintenance questionnaire belonged to the top brass of management executives, which
included several Vice Presidents, Head – Operations, Head – Quality Assurance, General
Managers (GM), Heads of Maintenance, Head – Process Engineering, TPM coordinators,
Head – Improvement Management, Chief Managers, Manufacturing Managers, GM
– TPM, Head – TPM, GM – Technical, Quality Managers, TPM Secretaries and
President – Operations, etc. The present paper is aimed at highlighting the changes in
the Indian manufacturing scenario regarding maintenance management initiatives and the
progress made by the manufacturing organisations in implementing state-of-the-art
maintenance practices in order to improve the organisational efficiency.
5 An evaluation of prevalent maintenance initiatives in the Indian

manufacturing industry
The present study depicts the results of the detailed survey related to maintenance
practices adopted in the Indian manufacturing industry. The objective of the survey is to
assess the status of prevailing maintenance-related capabilities of Indian manufacturing
organisations and ascertain the exploits of manufacturing entrepreneurs across the
country with various maintenance practices. The survey explores the present status of the
capabilities of the manufacturing industry with regard to the following attributes:
adequacies of maintenance organisations and structures in the organisation, and the
effectiveness and extent of various maintenance practices such as PM, PdM, CMMS
and TPM.
The relevant and comprehensive maintenance questionnaire covering various aspects
of maintenance-related issues was specially designed and deployed to obtain
the data necessary to accomplish the purposes of the study. To ensure the relevance
and the effectiveness of the queries to the manufacturing industry, the questionnaire
was pretested and validated on a representative sample of the industry. The
suggestions/feedback of peers, senior executives of industries and academicians were
incorporated in the questionnaire to make it useful for covering overall practical aspects
of maintenance function. Moreover, an industrial database was also created after
identifying the manufacturing organisations practising maintenance performance
improvement and other lean manufacturing initiatives. A total of about 305 organisations,
each employing more than 100 employees, were approached to obtain their responses
regarding the maintenance questionnaire, and a healthy response from about 80

manufacturing organisations (about 26.22%) were received and complied with the
present study. The various maintenance-related issues evaluated through the maintenance
survey are elaborated here.
5.1 Organisational maintenance issues

Table 1 depicts the performance of the manufacturing organisations regarding the
maintenance organisation issues. The analysis of the various issues related to
maintenance organisation reveals that most of the organisations generally scored a quite
high rating (percent point scored) regarding major maintenance organisation issues. The
data show that most of the organisations have a reasonably well-planned and
well-structured maintenance organisation, while some improvements can be suggested
regarding relating company policies to equipment management over the entire life
cycle and carrying over a quality assurance strategy into the operation, maintenance and
management of change. Figure 2 depicts the overall organisation-wise performance of
Indian manufacturing organisations regarding various maintenance organisation issues.
Table 1 Evaluation of maintenance organisation issues
Percent
No. of companies
Points Score
scoring points Total Total (PPS)
no. of Points
S. A B C D responses Scored TPS
100
no. Factors 1 2 3 4 (N) (TPS)** 4* N
1 Well-planned and 0 13 13 64 80 321.00 89.17
well-structured maintenance
organisation
2 Company policies related to 1 8 36 35 80 265.00 82.81
equipment management over
entire life cycle
3 Maintenance job 2 7 25 46 80 275.00 85.94
descriptions, responsibilities
for all positions
4 Maintenance department 0 5 36 39 80 274.00 85.63
adequately staffed
and motivated
5 Deployment of 1 6 27 46 80 278.00 86.88
cross-functional teams to
identify and resolve issues
affecting both departments
6 Quality assurance strategy 1 11 35 33 80 260.00 81.25
carry over into operation and
maintenance and
management of change
7 Centralised/Decentralised 0 16 17 47 80 271.00 84.69
maintenance structure
Note: ** Total Points Scored (TPS) = A × 1 + B × 2 + C × 3 + D × 4.
Figure 2 Organisation-wise performance regarding maintenance organisation issues
MAINTENANCE ORGANISATION ISSUES

COMPANY-WISE PERFORMANCE
100
ratings of companies
Percent performance
90
80
70
60
50
10
13
16
19
22
25
28
31
34
37
40
43
46
49
52
55
58
61
64
67
70
73
76
79
1
4
7
S. no. of companies
Table 2 Evaluation of PM issues
No. of companies Percent Points

Total Total
scoring points Score (PPS)
no. of Points
S. A B C D responses Scored
TPS
100
no. Factors 1 2 3 4 (N) (TPS)** 4* N
1 Effective PM programme 1 10 45 24 80 252 78.75
2 Percentage of plant equipment 0 9 31 39 79 267 84.49
covered by PM programme
3 Use of maintenance/inspection 0 12 33 35 80 263 82.19
checklists for implementing
PM programme
4 Training maintenance personnel 1 12 40 27 80 253 79.06
in appropriate field of work,
including SOP
5 Maintenance planners to plan 2 18 26 33 79 248 78.48
and schedule maintenance
6 Procedures to maintain and 0 14 36 30 80 256 80.00
correct equipment deficiencies
7 Recording maintenance 1 5 38 36 80 269 84.06
information into
equipment history
8 Maintenance programme 0 9 34 37 80 268 83.75
updating and reviewing
in accordance with
management of change
9 Recording maintenance 2 7 28 43 80 272 85.00
performance metrics (like OEE,
MTTR, MTBF)
10 Maintenance inventory 0 1 43 22 66 219 82.95
availability
11 Tracking PM programme costs 4 15 39 22 80 239 74.69
12 Issuing PM instructions 5 8 28 39 80 261 81.56
5.2 Preventive maintenance issues

Table 2 depicts the performance of the manufacturing organisations regarding the PM
issues. The analysis of the various issues related to PM reveals that most of the
organisations have generally scored reasonable ratings (percent point scored) regarding
the majority of PM issues. The data reveals that most of the organisations have
reasonably well-planned PM programmes, with a large proportion of plant equipment
being covered under the PM programme, practices of recording maintenance information
into equipment history and maintenance programme updating and reviewing in
accordance with the management of change. The analysis of the data reveals that some
improvements need to be effected to ensure the effectiveness of preventive programmes
as a whole, ensure the adequacy of maintenance planners, track PM programme costs,
develop appropriate procedures for maintenance, correct equipment deficiencies and
ensure the adequacy of maintenance personnel training in the appropriate field of work,
including Standard Operating Procedures (SOP). Figure 3 depicts the overall
organisation-wise performance of the organisations regarding various PM issues.
Figure 3 Organisation-wise performance regarding PM issues
5.3 Predictive maintenance issues

Table 3 depicts the performance of the manufacturing organisations regarding the PdM
issues. The critical analysis of the various issues related to PdM reveals that most of the
organisations have shown an unreasonably low rating (percent point scored) regarding
major PdM issues. The data shows that most of the organisations have relatively poor
performance regarding the effectiveness of PdM programmes. The survey reveals the
extremely low deployment of PdM practices in the Indian manufacturing industry, and
also suggests significantly low contributions of PdM practices for affecting maintenance
improvement initiatives, thereby signalling the reason behind the relatively mediocre
performance of the maintenance function in the manufacturing organisations. The
analysis of the data reveals that major improvements need to be made regarding the
effective deployment of various PdM tools and techniques in the Indian manufacturing
industry. The strategic deployment of PdM tools can be used to maintain and correct
equipment deficiencies and ensure the effective use of PdM observations for maintenance
improvement initiatives. Figures 4(a) and (b) depict the extent of use and measured
effectiveness of various PdM techniques in the manufacturing organisations. Figure 5
depicts the organisation-wise performance of the organisations regarding various
PdM issues.
Table 3 Evaluation of PdM issues

Total Total
no. of Points
S. A B C D responses Scored TPS
100
no. Factors 1 2 3 4 (N) (TPS)** 4* N
1 Effective PdM programme 3 29 36 12 80 217 56.56
2 Extent of use of 7 19 19 27 72 210 44.79
vibration analysis
3 Extent of use of lubricating oil 5 19 28 25 77 227 49.35
analysis
4 Extent of use of 22 19 15 9 65 141 43.85
infrared thermography
5 Extent of use of 18 19 11 15 63 149 41.27
ultrasonic testing
6 Measured effect of 1 11 35 9 56 164 61.16
vibration analysis
7 Measured effect of lubricating 1 9 42 11 63 189 61.90
oil analysis
infrared thermography
ultrasonic testing
10 Incorporating PdM 5 26 35 12 78 210 55.77
observations in maintenance
improvement initiatives
Figure 4 PdM issues (for colours, see online version)

Not at all Predictive maintenance deployment
in manufacturing organisations
To a great extent
Number of companies
Occasionally
Vibration analysis
Lubricating oil analysis
Infrared thermography
Usually Ultrasonic testing
(a) The extent of deployment of various PdM techniques

Figure 4 PdM issues (for colours, see online version) (continued)

V. Low 1 PdM effectiveness in organisation
50
Number of companies
40
30
20
10
V. High
4 0
Low
2 Low
Vibration analysis
Lubricating oil analysis
Infrared thermography
3 High Ultrasonic testing
(b) The measured effectiveness of various PdM techniques
Figure 5 Organisation-wise performance regarding PdM issues
PREDICTIVE MAINTENANCE ISSUES

100
ratings of companies
Percent performance
80
60
40
20
0
1
4
7
10
13
16
19
22
25
28
31
34
37
40
43
46
49
52
55
58
61
64
67
70
73
76
79
S. no. of companies
5.4 Computerised maintenance management system issues

Table 4 depicts the performance of the manufacturing organisations regarding the CMMS
issues. The analysis of the various issues related to CMMS reveals that most of the
organisations have shown a relatively low rating (percent point scored) regarding the
majority of CMMS issues. The data show that most of the organisations have a relatively
poor performance regarding the effectiveness of CMMS programmes and have a low
integration of CMMS to analyse, record and improve maintenance. The survey reveals
the relatively low deployment of CMMS practices in the Indian manufacturing industry
and also suggests significantly low contributions of CMMS practices towards preventive
maintenance planning and scheduling data collection/analysis, spare parts/inventory
management and optimisation, work order planning and scheduling, and management
decisions regarding equipment procurement, thereby signalling the reasons for the low
performance of the maintenance function in the Indian manufacturing organisations. The
analysis of the data reveals that major improvements need to be made regarding
the deployment of various CMMS tools and techniques in the manufacturing industry.
The strategic deployment of CMMS tools can effectively contribute towards maintaining
and correcting equipment deficiencies and ensuring the effective use of CMMS
observations in maintenance improvement and equipment procurement practices.
Figure 6 depicts the organisation-wise performance of the organisations regarding various
CMMS issues.
Table 4 Evaluation of CMMS issues

Total
Total no. of Points
S. A B C D responses Scored
TPS
100
no. Factors 1 2 3 4 (N) (TPS)** 4* N
1 Integration of CMMS to 24 12 37 7 80 187 58.44
analyse, record and improve
maintenance
2 Preventive maintenance 24 8 24 24 80 208 65.00
planning and scheduling
3 Preventive maintenance data 22 12 26 20 80 204 63.75
collection/analysis
4 Equipment repair history and 22 10 25 22 79 205 64.87
failure diagnostics
5 Spare parts/Inventory 22 12 22 23 79 204 64.56
management and optimisation
6 Work order planning and 26 10 21 22 79 197 62.34
scheduling
7 Management decisions 23 10 23 23 79 204 64.56
regarding equipment
procurement
Figure 6 The organisation-wise performance regarding various CMMS issues
CMMS ISSUES
Percent performance
rating of companies
S. no. of companies
5.5 Other maintenance issues

The analysis of the various issues related to other maintenance issues reveals that most of
the organisations have shown a reasonable rating (percent point scored) regarding major
maintenance issues. Figure 7(a) depicts that most of the organisations have a reasonably
appropriate ‘organisational personnel deployment’ related to equipment maintenance.
This shows the increasing awareness of the entrepreneurs towards the significance of the
maintenance function in organisations. Figure 7(b) shows that most of the organisations
have a reasonably appropriate coverage of production workers for training every year.
This underlines the realisation by the organisations regarding the significance of training
and education for improving the skill and knowledge base of production and maintenance
operators to effect significant manufacturing improvements. Figure 7(c) depicts the
increasing trend among the manufacturing organisations towards improving the
proportion of the total maintenance labour hours to be utilised for PM activities, since an
effective PM initiative can significantly eliminate the need for firefighting required in the
case of emergency or breakdown maintenance. A similar trend is depicted by Figure 7(d),
whereby it is revealed that about 52 out of 80 organisations reported (65%) that less than
10% of total maintenance labour hours are needed for emergency or urgent work. This
further reflects the improved planning and scheduling effectiveness of manufacturing
organisations. Figure 7(e) reveals that the manufacturing organisations are making
appropriate efforts to effect the maintenance or reliability improvement for ensuring the
enhanced effectiveness of the maintenance function by allocating more time and effort
from maintenance engineers. This validates the increasing impact of maintenance
improvement initiatives towards the enhanced performance of the Indian manufacturing
industry. Figure 7(f) reveals that the maintenance improvement initiatives have
significantly contributed towards enhanced coordination among the maintenance,
operations, engineering, planning and management functions in the Indian manufacturing
organisations. Figure 7(h) reveals that the involvement of production operators and
maintenance craftsmen in equipment selection decisions is still relatively low in
manufacturing organisations, and there is a need to enhance employee participation in
equipment selection decisions as well. Figure 7(g) reveals that there is an increased trend
in the manufacturing organisation towards the deployment of subcontracting to handle
excessive workloads and specialised skill applications. Figure 8(a) depicts the issue-wise
performance of various organisations, while Figure 8(b) depicts the organisation-wise
performance regarding miscellaneous maintenance issues.
Figure 7 Details of other maintenance issues
(a) Adequacy of ‘organisational personnel deployment’ (b) Percentage of production workers covered by
related to equipment maintenance organisations for training every year
(c) Percentage of total maintenance labour hours (d) Percentage of total maintenance labour hours
utilised on PM activities needed as emergency or urgent maintenance work
(e) Percentage of maintenance engineer’s time spent on (f) Coordination among maintenance, operations,
maintenance or reliability improvement work engineering, planning and management
(g) Involvement of production operators, maintenance (h) Use of subcontracting to handle excessive
craftsman in equipment workloads and specialised skill applications
selection decisions
Figure 8 Overall representation of other maintenance issues
OTHER MAINTENANCE ISSUES

(Issue-wise performance)
83.75
77.81
90.00
75.31
85.00
70.63
Performance
67.50
80.00
65.94
62.81
75.00
56.88
rating
70.00
65.00
60.00
55.00
50.00
45.00
40.00
1 2 3 4 5 6 7 8
Other maintenance issues
(a) Issue-wise performance regarding other maintenance issues
OTHER MAINTENANCE ISSUES

Percent performance
100
rating of companies
80
60
40
20
0
11
13
15
17
19
21
23
25
27
29
31
33
35
37
39
41
43
45
47
49
51
53
55
57
59
61
63
65
67
69
71
73
75
77
79
1
3
5
7
9
S. no. of companies
(b) Organisation-wise performance regarding other maintenance issues
5.6 Total productive maintenance issues

Table 5 depicts the performance of the manufacturing organisations regarding the TPM
issues. The analysis of the various issues related to TPM reveals that most of the
organisations have shown a reasonable rating (percent point scored) regarding major
TPM issues. Figure 8(a) reveals that 39 out of 80 organisations have less than three years
of experience implementing TPM in the Indian environment, while 41 organisations
have more than three years of experience regarding TPM implementation, indicating
a near-perfect mix of organisations responding to the survey. Regarding the TPM
implementation status, the survey reveals that 16 organisations are at the early stages
of TPM implementation, 27 organisations are at the midway stage of implementing
TPM practices, while 28 organisations have completed majority of TPM techniques
and nine organisations have successfully achieved the true potential of TPM practices
to satisfactory levels (Figure 9a). This reflects the fact that the concern of organisations
at different levels of TPM implementation were addressed in the questionnaire.
The survey also brings out an important revelation that many of the Indian organisations
are at the early stages of TPM implementation (PPS = 59.38), while only a few
organisations have been able to break the shackles and have reaped the true potential
offered by the TPM programme.
Table 5 Evaluation of total PrM issues
Percent
No. of companies
Points Score
no. of Points
A B C D TPS
responses Scored 100
S. no. Factors 1 2 3 4 (N) (TPS)** 4* N
1 TPM period 11 28 19 22 80 212 66.25
2 TPM status 16 27 28 9 80 190 59.38
3 TPM quality manual and 4 20 31 25 80 237 74.06
quality policy
4 Communication 0 11 21 48 80 277 86.56
to employees to
implement TPM
5 Understanding of 1 19 36 24 80 243 75.94
maintenance quality policy
and objectives
6 TPM master plan 2 12 34 32 80 256 80.00
7 Structured TPM 3 9 23 45 80 270 84.38
organisation
8 Integration of 2 10 33 35 80 261 81.56
TPM organisation
9 Defined maintenance 1 8 40 31 80 261 81.56
responsibilities
10 Adherence to TPM policies 3 13 32 32 80 253 79.06
11 Approach to 0 14 49 17 80 243 75.94
maintenance initiatives
12 5S principles 1 12 42 25 80 251 78.44
implementation
13 Rewards motivation 2 22 42 14 80 228 71.25
effectiveness
14(i) Participation in autonomous 3 14 28 34 79 251 79.43
work teams
14(ii) Participation in problem 0 21 37 22 80 241 75.31
solving groups
14(iii) Participation in 3 23 31 22 79 230 72.78
project teams
15(i) Operator responsibility 2 11 42 25 80 250 78.13
– setting machines
15(ii) Operator responsibility 3 20 36 21 80 235 73.44
– doing first
level maintenance
15(iii) Operator responsibility 6 22 35 17 80 223 69.69
– participating in
project teams
15(iv) Operator responsibility 2 29 35 14 80 221 69.06
– making diagnosis in case
of hitch
Table 5 Evaluation of total PrM issues (continued)
Percent
No. of companies
Points Score
no. of Points
A B C D TPS
responses Scored 100
S. no. Factors 1 2 3 4 (N) (TPS)** 4* N
16 Training on maintenance 2 27 39 12 80 221 69.06
improvement initiatives
17 Improvement in 1 10 44 25 80 253 79.06
employee competences
18 Implementation of 0 8 27 45 80 277 86.56
suggestion schemes, Small
Group Activity (SGA),
quality circles
19 Consultants’ contributions 4 4 62 10 80 238 74.38
towards TPM
implementation
The survey depicts that most of the Indian manufacturing organisations have
reasonably chalked out the TPM Quality Manual and Quality Policy for achieving
sustainable results through effective TPM programmes (PPS = 74.06) and have been
successful enough to communicate their endeavour to employees regarding implementing
TPM initiatives in the respective organisations (PPS = 86.56). The survey also brings
out that the top management in most organisations have been able to reasonably spread
out and promote maintenance quality policy and objectives at various levels in
the organisation (PPS = 75.94), while some improvement in this regard cannot be
ruled out. This underlines the need for enhanced proactiveness, participative
management, and the demonstration of commitment from the top management in the
manufacturing organisations.
Figure 9(b) reveals that most of the organisations have prepared and demonstrated a
complete master plan towards TPM implementation, and have established structured
TPM organisations (including steering committees/circles) and TPM promotion
organisations that are well integrated within the overall organisational management
structure (PPS > 80). The survey shows that the maintenance responsibilities and
authorities have been clearly defined according to the in-house structure in most of the
manufacturing organisations (PPS = 81.56), and although the organisations usually
adhere to formally documented organisational TPM policies (PPS = 79.06), there is
still some scope for improvement, as the adherence to laid-out TPM plans and roadmaps
need to be almost perfect to ensure the enhanced effectiveness of the TPM programme.
Moreover, another significant revelation from the questionnaire analysis is the way
maintenance initiatives are approached and implemented at many organisations’
workplace (PPS = 75.94). Though many organisations have admitted to proactively
analysing only the critical equipment, there are very few organisations proactively
analysing and maintaining all the production facilities. This strategic initiative needs to
be strengthened to reap the potential benefits from TPM programmes. Figure 9(c) depicts
that most of the organisations have shown an endeavour to strategically implement 5S

principles at the workplaces (PPS = 78.44), although there is a reasonable scope for
improvement in truly implementing this aspect also.
Figure 9 Details of TPM issues
TOTAL PRODUCTIVE MAINTENANCE ISSUES
28 27 28
30
Number of companies
25 22
19
20 16
15 11
9
10
5
0
Approximately
of introduction
< 1 year
1–3 years
3–5 years
> 5 years
Completed
successfully
majority,
continuing
Early stages
Programme
completed
midway
TPM period TPM status
(a) TPM implementation period and status
50 45
Number of companies
40 34 32
30 23
20 12 9
10 2 3
0
Not at all
Not at all
Reasonably
Reasonably
Extensively
Extensively
worked out
worked out
worked out
worked out
worked out
worked out
Partially
Partially
TPM master plan Structured TPM organisation
(b) TPM master plan and structured organisation

Number of companies
50 42 42
40
30 25 22
20 12 14
10 1 2
0
To Some
Not at all
motivation
Motivating
Motivating
Reasonably
Reasonably
To a great
Very little
motivating
Extent
Highly
extent
Well
5S principles implementation Reward motivation effectiveness
(c) 5S implementation and reward effectiveness

Figure 9 Details of TPM issues (continued)
(d) Autonomous work teams (before and after TPM)
< 10% 10%–30% 30%–60% >60%

(e) Problem solving groups (before and after TPM)
< 10% 10%–30% 30%–60% >60%
(f) Project teams (before and after TPM)

Figure 9 Details of TPM issues (continued)

42
Number of companies
45
40 36
35
30 25
25 20 21
20
15 11
10 3
5
2
0
Usually
Usually
To a great
To a great
Occasionally
Occasionally
Not at all
Not at all
extent
extent
Setting machines Doing first level maint.
OPERATORS RESPONSIBILITY
(g) Operator responsibility (setting machines and doing first level maint.)

Number of companies
40 35 35
29
30
22 17
20 14
10 6
2
0
Usually
Usually
To a great
To a great
Occasionally
Occasionally
Not at all
Not at all
extent
extent
Participating in project teams making diagnosis in case of hitch

OPERATORS RESPONSIBILITY
(h) Operator responsibility (team participation and making diagnostics)

Number of companies
39 44
50
40 27 25
30
20 12 10
10 2 1
0
To some
Reasonably
Reasonably
To some
To a great
To a great
Not at all
Not at all
extent
extent
extent
extent
well
well
Maint. improvement training Employee competences
(i) Maintenance improvement training and employee competences

It is observed that although organisations have instituted different types of rewards and
incentive mechanisms at the workplaces, the effectiveness of these rewards and incentive
mechanisms has not yielded their perceived potential (PPS = 71.25). This has proved to
be a major retardant in aligning employees at all levels in the organisations with the
organisational goals and objectives. This fact has been validated by the relatively low
motivation and participation of the employees in autonomous work teams (PPS = 79.43),
problem solving groups (PPS = 75.31) and project teams (PPS = 72.78). Figures 9(d), (e)
and (f) reveal that even though the participation of the employees in the autonomous
work teams (Figure 9d), problem solving groups (Figure 9e) and project teams
(Figure 9f) has shown remarkable improvement since the implementation of TPM
programmes in the Indian industry, these levels are still far from world-class TPM
implementation norms. A similar trend has been depicted in the operator responsibilities
for various activities like setting machines (PPS = 78.13), doing first-level maintenance
(PPS = 73.44), participating in project teams (PPS = 69.69) and making the first
diagnosis in case of a hitch (PPS = 69.06) (Figure 9g–h). Moreover, the effectiveness
of training on maintenance improvement initiatives (PPS = 69.06) is also somewhat
unsatisfactory and needs to be seriously improved. The survey also reveals that TPM
implementation initiatives have led to a significant enhancement in the employee
competences (Figure 9i). However, due to the poor initial skill and knowledge base of the
employees in the traditional Indian organisations, the organisations need to urgently make
serious interventions in this regard to imbibe awareness, training, motivation and
empowerment at the workplace to make the TPM programmes an ultimate success in
the Indian environment. Thus, it is evident from the survey that though TPM has
significantly contributed towards improving the performance in the Indian manufacturing
organisations, there is still a long way to go to realise the success associated with TPM
programmes at par with world-class levels.
Figure 10 depicts the organisation-wise performance of the organisations regarding
various maintenance management issues.
Figure 10 Organisation-wise performance regarding TPM issues
TPM ISSUES
120
Percent performance
rating of companies
100
80
60
40
20
0
1
4
7
10
13
16
19
22
25
28
31
34
37
40
43
46
49
52
55
58
61
64
67
70
73
76
79
S. no. of companies
6 The contributions of maintenance management initiatives in enhancing

manufacturing performance
The critical analysis of the maintenance survey reveals that maintenance management
initiatives have yielded significant benefits to Indian manufacturing organisations
(Table 6) in terms of enhancing the productivity, quality, equipment availability and
reliability, ensuring the participation of employees at all levels and aiming at long-term
success through customer satisfaction, with benefits to all members of the organisation
and to society. The benefits include the improved understanding of customers’ needs,
improved customer satisfaction, improved internal communication, better problem
solving, greater employee commitment and motivation, stronger relationships with
suppliers, better quality, higher prices, higher market shares and increased profits. It
seems that the adoption of maintenance management initiatives contributes to the
continued competitiveness of many Indian business organisations.
The maintenance management initiatives approach to production has led to the
complete overhaul of maintenance practices in manufacturing plants and has facilitated
the realisation of enhanced organisational performance, including enhanced Returns on
Net Assets (RONA), Returns on Capital Employed (ROCE), quality and flexibility,
labour productivity, overall equipment effectiveness, capacity, uptime of equipment, the
health and safety of employees, customer order compliance, the skills and knowledge of
operators by providing a system for continuously maintaining and controlling equipment
and manual work, and the clarification of the roles and responsibilities for employees.
Maintenance management implementation in manufacturing organisations has also
led to the realisation of strategic benefits like the reduction in inventory and overhead,
waste and rework, setup times and unplanned downtime, total process defects and
rejections, customer complaints, breakdown labour rates, cycle time to develop new
products, production and delivery lead times, lost production, maintenance costs and
additional capital investments required. The analysis of the results of the survey reveals
that the ultimate benefits obtained by implementing maintenance management initiatives
are improved productivity, increased profitability, the alignment of the employees with
the organisational goals, enhanced professionalism in the organisation and improvement
in the competitive image of the organisation. Figure 11(a) depicts the issue-wise
performance of various manufacturing organisations, while Figure 11(b) depicts the
organisation-wise performance regarding the overall benefits realised from effective
maintenance management programmes. These successes indicate that maintenance
management initiatives can significantly improve maintenance costs, product delivery
and product quality. These benefits make maintenance management initiatives very
attractive and an effective strategy for enhancing the competitiveness of manufacturing
organisations in the country.
Table 6 Contributions of maintenance management initiatives
Percent
No. of companies Points Score
scoring points Total Total
(PPS)
no. of Points
S.
A B C D
responses Scored
TPS
100
no. Factors 1 2 3 4 (N) (TPS)** 4* N
1 Achieving high Returns on Net 13 28 27 10 78 190 60.90
Assets (RONA)
2 Achieving high Returns on 11 32 24 11 78 191 61.22
Capital Employed (ROCE)
3 Improvement in productivity 4 15 37 24 80 241 75.31
4 Improved market share of 14 33 22 11 80 190 59.38
the organisation
5 Improvement in equipment 0 13 38 19 70 216 77.14
availability, reliability
6 Reduction in setup times and 1 16 40 23 80 245 76.56
unplanned downtime
7 Reduction in average 3 22 44 11 80 223 69.69
autonomous maintenance time
8 Improved manufacturing quality 2 18 38 22 80 240 75.00
9 Improved customer 4 22 32 22 80 232 72.50
order compliance
10 Reduction in total process 2 21 32 25 80 240 75.00
defects and rejections
11 Reduction in the number of 10 27 23 20 80 213 66.56
customer warranty problems
12 Reduction in additional capital 10 35 26 8 79 190 60.13
investments required
13 Reduction in operating costs 3 31 31 15 80 218 68.13
14 Reduction in energy 3 23 42 12 80 223 69.69
consumption and
overhead expenditure
15 Improvement in Overall 0 16 41 23 80 247 77.19
Equipment Effectiveness (OEE)
16 Achieving dependable and 6 25 35 13 79 213 67.41
faster deliveries
17 Reduction in cycle time to 16 21 35 8 80 195 60.94
develop new products
18 Better health and safety 3 17 32 28 80 245 76.56
of employees
19 Achieving multiskilling and 4 19 43 14 80 227 70.94
empowerment of employees
20 Enhanced professionalism in 3 25 36 16 80 225 70.31
the organisation
21 Improvement in the 4 18 37 21 80 235 73.44
competitive image of
the organisation
Figure 11 Maintenance management initiatives benefits issues
(a) Issue-wise performance regarding maintenance management benefits issues
Percent performance
rating of companies
S. no. of companies
(b) Organisation-wise performance regarding maintenance management benefits issues
7 Conclusions
The present study reveals that, in the Indian context, the equipment and physical
infrastructure has been relatively found to be somewhat lacking, and the maintenance
function has not received much attention in the past. Traditionally, Indian manufacturing
organisations have suffered from inherent deficiencies, having often been plagued with
teething problems, and have struggled to realise the same level of benefits as reaped by
developed countries. Moreover, it has been observed that maintenance has been viewed
as an expenditure in the Indian organisations, and the actual implications of equipment
inadequacies and inefficiencies have still not been extensively explored to realise
business objectives.
However, in the recent past, the leading Indian manufacturing organisations have
taken proactive initiatives to effectively improve the manufacturing function
effectiveness for realising enhanced manufacturing system performance. The study
reveals that Indian entrepreneurs have been reasonably successful in improving the
maintenance performance in the organisations, and the maintenance improvement
initiatives have significantly contributed towards enhancing the overall manufacturing
performance. Thus, it can be concluded that Indian entrepreneurs must continue to make
an earnest effort in their endeavour to realise enhanced competitiveness through
maintenance improvement initiatives.
Acknowledgements
The authors are extremely grateful to the executives from many industries for extending
their wholehearted support for conducting the study and sharing their valuable
experiences and inputs on the exploits of the Indian manufacturing industry regarding
various maintenance management initiatives.
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250 Int. J. Technology, Policy and Management, Vol. 8, No.

An assessment of maintenance management

I.P.S. Ahuja* and J.S. Khamba

Abstract: Traditionally, maintenance has been viewed as a support function

Keywords: maintenance; Preventive Maintenance; PM; Predictive

Reference to this paper should be made as follows: Ahuja, I.P.S. and

Biographical notes: I.P.S. Ahuja holds a Bachelor’s degree in Mechanical

Professor J.S. Khamba holds a Bachelor’s degree in Mechanical Engineering,

Copyright © 2008 Inderscience Enterprises Ltd.

Engineering at the University College of Engineering, Punjabi University,

manufacturing organisations especially in the contemporary competitive environment.

2 The evolution of equipment management

PdM, the diagnostic equipment is deployed to measure the physical conditions of

3 The need to enhance maintenance function effectiveness in the Indian

number of manufacturing organisations (80 organisations) were extensively surveyed to

Figure 1 The methodology employed for the study

Detailed literature review

Problem identification and preparation of

Industry database Questionnaire generation

Questionnaire pretesting and validation

Reminders, phone calls and interviews

Data collection, analysis of data and analysis

Assessment of maintenance management initiatives in the

In order to ascertain the progress of Indian manufacturing organisations in adapting

effectiveness of the questions to the manufacturing industry, the questionnaire was

5 An evaluation of prevalent maintenance initiatives in the Indian

regarding the maintenance questionnaire, and a healthy response from about 80

5.1 Organisational maintenance issues

Table 1 Evaluation of maintenance organisation issues

Figure 2 Organisation-wise performance regarding maintenance organisation issues

MAINTENANCE ORGANISATION ISSUES

Table 2 Evaluation of PM issues

No. of companies Percent Points

5.2 Preventive maintenance issues

Figure 3 Organisation-wise performance regarding PM issues

5.3 Predictive maintenance issues

Table 3 Evaluation of PdM issues

Figure 4 PdM issues (for colours, see online version)

(a) The extent of deployment of various PdM techniques

Figure 4 PdM issues (for colours, see online version) (continued)

(b) The measured effectiveness of various PdM techniques

Figure 5 Organisation-wise performance regarding PdM issues

PREDICTIVE MAINTENANCE ISSUES

5.4 Computerised maintenance management system issues

Table 4 Evaluation of CMMS issues

No. of companies Percent Points

Figure 6 The organisation-wise performance regarding various CMMS issues

5.5 Other maintenance issues

Figure 7 Details of other maintenance issues

Figure 8 Overall representation of other maintenance issues

OTHER MAINTENANCE ISSUES

(a) Issue-wise performance regarding other maintenance issues

OTHER MAINTENANCE ISSUES

(b) Organisation-wise performance regarding other maintenance issues

5.6 Total productive maintenance issues

Table 5 Evaluation of total PrM issues

Table 5 Evaluation of total PrM issues (continued)

that most of the organisations have shown an endeavour to strategically implement 5S

Figure 9 Details of TPM issues

TOTAL PRODUCTIVE MAINTENANCE ISSUES