Journal of Quality in Maintenance EngineeringMaintenance management for transportation process in quarry industryJittra Rukijkanpanich, Panit Pasuk,

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Maintenance managementfor transportation process

in quarry industryJittra Rukijkanpanich and Panit Pasuk

Department of Industrial Engineering, Chulalongkorn University,Bangkok, Thailand

AbstractPurpose – The purpose of this paper is to enhance the capability in managing the maintenance of thetransportation process from a quarry to a crushing plant, measured by the availability value and the processcapability value.Design/methodology/approach – The maintenance management plan consists of plans for three levels ofmanagement: strategy, tactical and operational maintenance plans. The Deming cycle is a continuousimprovement tool use for controlling and monitoring activities of the plans. There are three Deming cyclesaccording to these plans, the first of which involves the improvement of machine performance and investmentevaluation. The second involves the improvement of plans, schedule, and activities of preventive maintenanceincluding autonomous maintenance. The third is for human resource development on maintenance works.Moreover, the feedback of a prior round of each cycle comes early to detect abnormalities that provide bettercapability in maintenance.Findings – Three Deming cycles can use for enhancing the maintenance management. The parameters areavailability (A) of machines and the capability process (Cpk) of the transportation process. The results of thisresearch state that the availability value of machines increases to 80-92 percent while the process capabilityvalue increases to 0.56.Practical implications – The maintenance management, especially strategic plan, tactical plan andoperational plan via the Deming cycle, can be implemented in other medium-sized industries with limitedtechnology and personnel. It was found that the implementation of the plans has continued to progress withthe Deming cycle.Originality/value – This paper proposes how to successfully implement the maintenance management formedium-sized industries with limited technology and personnel. The maintenance management of three levelsis carried out simultaneously by using the Deming cycle. This work has proven to be successful which can beexpressed in the availability and the capability process values.Keywords Preventive maintenance, Maintenance management, Autonomous maintenance, Deming cycle,Quarry industryPaper type Case study

1. IntroductionAt present, the economic and social growth has led to the expansion of construction of roads,various buildings, etc. Consequently, the increasing demand of numerous stones for use in theconstruction necessitating the improvement of stone production should be more efficient andproductive. The transportation of mineral stones from a quarry to a crushing plant is one ofthe important primary processes since, without it, there will not be sufficient raw material tofeed the crusher, rendering it inefficient. The machines deemed important to the process areexcavators and ten-wheel trucks. The excavators perform the function of scooping up stonesat the mine site for loading on to ten wheel trucks for transporting to crushing plant. Suchtransportation is in the harsh conditions involving heavy loads, working area on steepmountains with potholes and earthen, dusty roads. The working conditions of this processcause the excavators and ten-wheel trucks to work harder than usual, moreover resulting inemergency breakdowns that cause the frequent stoppages of the crushing plant.

The concept of maintenance management as an organizational strategy is not new tomany modern industries. On the other hand, it is quite new and difficult to implement the

Journal of Quality in MaintenanceEngineering

Vol. 24 No. 2, 2018pp. 185-199

© Emerald Publishing Limited1355-2511

DOI 10.1108/JQME-04-2017-0024

Received 9 April 2017Accepted 17 July 2017

The current issue and full text archive of this journal is available on Emerald Insight at:www.emeraldinsight.com/1355-2511.htm

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maintenance management as an organizational strategy for a traditional medium-sizedfactory such as the case study, a medium-sized quarry industry in Thailand. Thecharacteristics of this factory include: traditional technology, old heavy machinery and alack of knowledgeable personnel. In the past, the maintenance policy of the factory wasbased on breakdown maintenance. Moreover, any repairs were lower than they should be.The lowest direct costs were focused, but forgot about high indirect costs such as fasterwear or tears due to the lack of undermaintenance, and lost sales opportunity causingaccumulation of problems. As mentioned above, it is believed that if the maintenancemanagement is used as an organizational strategy, then it will improve the efficiency oftransporting process in this quarry.

The change in conceptual thinking on maintenance and repairs is not an easy matter dueto the need to make changes at all levels of management: from top management to operatinglevels. It should be done slowly but continuously in line with the Deming cycle which is aworking principle with continuous development. Pintelon (1990a, b) remarked thatmaintenance management planning should consist of three levels, i.e. strategic planning,tactical planning and operational planning. Upon adapting a maintenance management planto the process of transporting mineral stone to the crushing plant, the framework in thisstudy can be illustrated in the case of managing maintenance process as shown in Figure 1.

This paper introduces Deming cycle which is a working principle with continuousdevelopment and adapted for use in managing the maintenance of the transportationprocess of mineral stones to the crushing plant in order to increase the capability in themaintenance process management that can be measured by the availability value and theprocess capability value.

2. Theories and related researches2.1 Importance and types of maintenanceMaintenance can be defined as encompassing all necessary activities required to enable themachinery to be in the state of readiness for work. The main objective of maintenance is toprovide the machinery and equipment in the condition of optimum efficiency to enable theproduction to meet targets – quality wise and price wise – and this must be done with

Strategic PlanningMachine performance

and investmentevaluation

Tactical PlanningImprovement of plans,

schedules, and activitiesof maintenanceplans (PM&AM)

Operational Planning

Human resource development formaintenance works

P D

CA

P D

CA

P D

CA

Figure 1.Framework ofmaintenancemanagement plan

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the awareness of cost efficiency, safety and environment. The well-known maintenancetypes are preventive maintenance (PM) and autonomous maintenance (AM).

2.1.1 PM. PM involves performing maintenance before the machinery is out of order.The PM plan and schedule is based on data from the history of machinery failures includingthe life of each machinery part. This plan should include other involved activities such ascleaning, refilling lubricant and performing an inspection. There are research papersmentioned the development of the PM plans and schedules for various types of machinery inthe factories; for example, Almomani et al. (2012) created a PM plan for the potassiummineral plant.

2.1.2 AM. AM helps the operators who have work and experienced with the machinescarry out simple maintenance tasks such as cleaning, inspecting important items, refillinglubricants and observing any irregularity. Azizi (2014) presented the improvement ofproduction efficiency, machines availability and product quality, accordingly implementingthe AM.

2.2 Performance measurement of maintenance managementThe performance measurement of maintenance work is an important aspect in maintenancemanagement. The objective is to measure whether the maintenance activities are adequatelyefficient. One of the performance indexes for measuring the efficiency of a maintenancework can be availability (A) of the machine. This index represents the degree of machinereadiness for work by comparing the time of the running machine against the loading timeof the machine. The losses of time come from the difference of the running time andthe loading time; they mean losses of the machine stoppages due to some failure, losses ofsetup and adjustment. Jain et al. (2015) and Modgil et al. (2013) stated the availability valuefor machinery performance measurement in small- and medium-sized industries by thefollowing formula:

Availability %ð Þ ¼ Loading time�DowntimeLoading time

� 100

2.3 Process capability analysisThis is the analysis generally used in industries. The index indicates the capability of theproduction process against the manufacturer’s specifications. Such index is known as Cpkwhich is the average of the process, the process’s variables and customer’s specificationswhere all values are computed. Such index measures the process capability in comparison tothe set specifications. In general, the assessment of Cpk is computed as follows:

Cpk ¼ Min:x�LSL3� s

;USL�x3� s

� �

where x ¼ averagestonesvolumeobtainedeachday, LSL¼min. stone volume acceptableeach day, USL¼max. stone volume obtained each day, σ¼ standard deviation of stonevolume. Cpk o 1 means the process’s capability is not good. It should be improved.1oCpko1.33 means the process has an acceptable capability. However, it should beimproved. CpkW1.33 means the process’s capability is good.

In this research, the Cpk value of the transport process was measured and it is believedthat if the maintenance management used in the transportation process would be well done,the machinery should be available to transport and the Cpk value of the transport shouldstate a better process capability. The Cpk has been used to measure the ability of varioustasks including a process of the emergency work in a hospital (Keeling et al., 2014).

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2.4 Deming cycleThe Deming cycle or PDCA cycle is a great tool for continuous improvement; there arefour steps of continuous improvement: step 1: plan (P) is planning and setting objectives;step 2: do (D) is a planned implementation; step 3: check (C) is an examination andevaluation of any problems or disruptions that hinder the implementation of the plan;and step 4: act (A) or correct action means to find solutions to the problems andcorrect them.

This research led the Deming cycle to change the behavior of people involved so that themachinery and all activities were in line with the maintenance management plan. Once thefirst round of each cycle had taken place, it continued to perform the second, third, fourth andsubsequent rounds. It is called continuous improvement. Ishikawa (1985), expanded the foursteps in the Deming cycle to six steps as follows: identify target and objective; establish theprocedure to achieve the targets; study and conduct training; implement; evaluate outcome;and proceed as appropriate. Moreover, Vinzant (1999) explained how to adapt the Demingapproach for strategic management in quality work and examined how this approach couldbe used to help organizations achieve both quality and strategic advantages.

2.5 Participatory approachThe participatory approach is an approach that requires everyone in an organization orunit to participate in brainstorming, initiating, considering, making a decision andbeing responsible and jointly implementing various tasks whose outcome will impacteveryone in the organization or unit. There are four steps involved as follows: participatein brainstorming, study and research the causes of the problems; participate informulating policy or working plan, project or activities in order to solve the problems;participate in making decision on improving management and operating systems toachieve targets; and participate in the follow-up, control and evaluate the outcome(Cousins and Earl, 1995). This research had led participatory approach for capacitybuilding of a working team; the purpose was to provide team members with a highpotential in managing the maintenance of the transportation process from a quarry to astone crushing plant.

3. Conducting researchThis research started with building a working team and enhancing team’s knowledge,followed by brainstorming to set up a maintenance management plan in line with theDeming cycle. The process began with initiating the first Deming cycle for the strategic planto assess the machinery conditions and capabilities and ensure that the machinery wasready for use. Moreover, the investment evaluation for machinery improvement wasobtained. The second cycle was the tactical plan. The PM plan, the AM plan, schedules andactivities were designed, and the third cycle was to conduct personnel training for properuse of machinery, including doing suitable activities according to PM and AM. Figure 2illustrates the flowchart of conducting this research.

3.1 Establishing a working teamFor establishing a working team, there were people involved:

• management representative;

• crafts with experience in operating the machines and theirs maintenance;

• crafts with direct responsibility for taking care of the machines and relatedmaintenance;

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• operators who were direct users of the machines, i.e. drivers of excavators and ten-wheel trucks; and

• the others involved the maintenance process, i.e. persons from purchasing and sparepart divisions.

The working team brainstormed in analyzing the problems due to maintenancemanagement and machine breakdowns, and then identified the causes of the problemsincluding finding an appropriate solution to the problem, and jointly designed maintenancemanagement plans, preventive and AM plans, schedules and activities for such machines.

3.2 Capacity building of a working teamThe capacity building means developing skills, knowledge, structures and ways of workingthat make an organization more effective. In this research, the participatory approach wasused for the capacity building of the working team, i.e. everyone involved the machineoperations and maintenance must participate in the learning process, collecting informationand analyzing the cause of the problems. They must be given a chance to design and preparea maintenance management plan that gives rise to the Deming cycle and the various activities

Make sure themachine is ready

for use

Applyingmaintenance plans,

schedules, andactivities in the field

Provide trainings foroperators and crafts

Evaluating the result viaavailability value and theprocess capability value

Improvements

The first cycle The second cycle

Improvement ofmachine

performance andinvestmentevaluation

Machine conditionassessment

Capacity Building

Building working team

The third cycleDevelopment of human

resource onmaintenance works

Establish various rules,guidelines, One PointLesson for machine

using and maintaining

Improvement of plans,schedules, and activities

of preventivemaintenance including

autonomousmaintenance

Design maintenanceplans, schedules, and

activities

Figure 2.Flowchart of the

research methodology

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within it. The capacity building started with the team jointly designing plans to improve thebehavior of operators and crafts. Then, the maintenance tasks, procedures and workinstructions were designed. Next, proceed according to the plans, and the working procedures,and later evaluate the performance outcome on machinery maintenance. However, it wasfound that the performance outcome was not satisfactory, so those plans were reviewed laterand these steps were repeated until the performance outcome was satisfactory.

3.2.1 Data collection. This process involves collection of statistical data to assist inidentifying the problem. It is found that the mineral stone volume fed into the crushing plantis inconsistent and fell short of the crushing capacity. By analyzing the cause, it was foundthat the issue was with the malfunctioning of excavators and ten-wheel trucks used fortransporting mineral stone to the crushing plant. As a result, the availability value is lowleading to a low value for process capability. From the study, it would require twoexcavators and seven ten-wheel trucks to transport mineral stones to the crushing plant inorder for the factory to operate at its specified capacity. The availability values of excavatorand ten-wheel trucks are shown in Table I.

From Table I, it can be seen from the availability values of seven ten-wheel trucks thatonly two new trucks have value in excess of 80 percent and three trucks have a value lowerthan 70 percent whereas the excavators show a value between 70 and 80 percent.

Apart from the availability value of the machines, an analysis was conducted on the processcapability value (Cpk) of the mineral stone transportation process which had the value of 0.11,much lower than 1, meaning that the capability to transport mineral stone should be improved.

3.2.2 Analyzing the causes of machine breakdowns. The Why-Why analysis was used inanalyzing the causes of the machine breakdowns by asking the question “Why” repeatedlyuntil the root causes were found. Such analysis is illustrated in Figures 3 and 4.

Figure 3 shows the cause analysis for the breakdown of excavator by categorizing thesymptoms into four systems, i.e. suspension, hydraulic, transmission and lubricant.

Figure 4 shows the cause analysis for the breakdown of ten-wheel trucks by categorizingthe symptoms into four systems, i.e. suspension, break, transmission and lubricant by usingthe Why-Why analysis to determine the root causes of the problems in excavators andten-wheel trucks. Three root causes were identified, i.e. the machines were not in goodconditions; the personnel do not possess required knowledge to properly used the machineand perform related maintenance; and the lack of PM.

3.3 Planning according to the Deming cycleFigure 5 shows the maintenance management planning according to the Deming cyclewhich had its origin from capacity building for the working team, giving rise to threeDeming cycles as follows.

3.3.1 The first cycle. The first cycle is the improvement of machine performance andinvestment evaluation. This cycle started by categorizing the machines according to theirage and inherent problems and classifying the results into three phases of bathtub curve( Jardine, 1970), using the availability value and the machine condition as the determinants.

Machine Availability (%) Machine Availability (%)

Excavator no. 1 70.00 Ten-wheel truck no. 4 82.19Excavator no. 2 81.82 Ten-wheel truck no. 5 72.60Ten-wheel truck no. 1 44.06 Ten-wheel truck no. 6 80.27Ten-wheel truck no. 2 77.85 Ten-wheel truck no. 7 69.74Ten-wheel truck no. 3 55.62

Table I.Availability of twoexcavators and seventen-wheel trucks: beforethe implementation(November2015-April 2016)

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Any flawed machine must receive proper maintenance to be in a position to resumeoperation. This could be done by either overhauling or total replacement, whatever isdeemed appropriate for the machine to be ready for use and be subject to an appropriatemaintenance schedule as the next step. This means that there are two rounds, i.e. the firstround involves machine condition assessment while the second round involves making surethat the machine is ready for use as shown in Figure 6. Based on the research, it was foundthat the rotation of the Deming cycle could use finding the suitable time for bus overhaulmaintenance (Thorstensen and Rasmussen, 1999).

3.3.2 The second cycle. This cycle involves the improvement of plans, schedules andactivities of PM including AM. This cycle started by designing maintenance plans. Thesecould be divided into two parts, i.e. PM and AM. PM involved adapting the manufacturer’smaintenance manual and information on machinery maintenance gathered frommaintenance experts coupled with the history of breakdowns of the particular machineand design maintenance schedule from the information. Note that the information on

Personnel do not possessrequired knowledge to

properly use the machineand perform related

maintenance

Machines were not ingood conditions

Lack of preventivemaintenance

Ten-wheel truckbreakdown

Break system

Suspensionsystem

TransmissionSystem

Lubricantsystem

Leakage of break

Wear of disc break

Broken down engine

Malfunctioning of gears

Exploded tires

Wear of wheel nuts

Wear of drive shaft

Lubricant oil deterioratesfaster than normal

Wear of chassis

Wear of leaf spring

Wear of brake pad

Wear or tear of wheel nuts

Insufficient greaseFigure 4.

Analyzing the causesof ten-wheel truck

breakdown

Lack of preventivemaintenance

Machines were not ingood conditions

Personnel do not possessrequired knowledge to

properly use the machineand perform related

maintenance

Leakage of seal

Wear of belt

Insufficient grease

Wear of hydraulic tube

Broken down engine

Wear of bucket

Wear of roller

Wear of track pad

Wear of final drive

Lubricant oil deterioratesfaster than normal

Lubricantsystem

Hydraulicsystem

Excavatorbreakdown

Transmissionsystem

Suspensionsystem

Figure 3.Analyzing the causes

of excavatorbreakdown

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manufacturer’s maintenance manual is inadequate and inappropriate due to the machinebeing subject to a harsher use than normal.

As regards to the AM plan, the information and activities forming parts of the maintenancework are derived from the meetings and the designs by working team in order for theinformation used for maintenance to be suitable for the user, for example, checking tire pressureof the ten-wheel trucks every time before use, checking brake system before using the trucks,etc. Such cycle will turn twice, i.e. the first turn involves designingmaintenance schedule and thesecond turn involves following the maintenance schedule in the field, as shown in Figure 7.

3.3.3 The third cycle. The third cycle involves the development of human resource onmaintenance works. This cycle started by designing such plan by asking the working teamto brainstorm (i.e. think) and design one point lesson (OPL) in maintaining machinery andfor proper usage by emphasizing on the frequent issues encountered during maintenance orthe parts that suffer from wear and tear more than usual, for example, driving a ten-wheeltruck up or down the steep slope correctly, how to properly lubricant and grease.

As regard to personnel training, this involves personnel who uses the machine andperforms maintenance functions. The training is about using various documents inperforming maintenance, the use of machinery maintenance plan for various machines andthe correct way to use the machines. Such cycle will turn twice, i.e. the first round involvesdesigning various rules, guidelines and document, and the second round is about personneltraining, as shown in Figure 8.

First cycle

Improvement of machine performance and investment

evaluation

P DCA

Second cycle

Improvement of plans, schedules, and activities of

preventive maintenance including autonomous

maintenance

P DCA

Third cycle

Development of human resource on

maintenance works

P DCA

Figure 5.Three Deming cyclesfor maintenancemanagement

Second round

Make sure themachine is ready

for use

First round

Machinecondition

assessment

P DCA

P DCA

Figure 6.The first cycle:improvement ofmachine performanceand investmentevaluation

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4. Implementation resultsAfter the implementation of the Deming cycle, the results are as follows.

The results of the assessment of machine performance are shown in Figure 9. It can beseen that most of the vehicles are at the end of the useful life period. Consequently, theyperform more maintenance and surveillance than usual.

Second roundProvide trainingsfor operators and

craftsman

First roundEstablish various rules,guidelines, One PointLesson for machine

using and maintaining

P DCA

P DCA

Figure 8.The third cycle:improvement ofhuman resourcedevelopment on

maintenance works

First round

Designmaintenance plans,

schedules, and activities

Second round

Apply maintenanceplans, schedules,

and activitiesin the field

P DCA

P DCA

Figure 7.The second cycle:

improvement of plans,schedules and

activities of preventivemaintenance including

autonomousmaintenance

0.025

0.017

0.012

0.01

Infant Mortality Useful Life Wear Out

Excavator No. 1

Excavator No. 2

Truck No. 1

Truck No. 2

Truck No. 3

Truck No. 4

Truck No. 5

Truck No. 6

Truck No. 7

Time

Availability Convert, 1/A

Figure 9.Machine performance

assessment

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The checklists of AM for excavators and ten-wheel trucks are shown in Tables II and III,whereas the checklists and activities of PM for excavators and ten-wheel trucks are shownin Tables IV and V.

Table IV shows the PM procedure for a ten-wheel truck with parts that are exposed toheavier loads than normal, i.e. suspension system, brake system, transmission system andlubricant system. Table V shows PM for excavator for the parts where there are heavierloads, i.e. suspension system, hydraulic system, transmission system and lubricant system.The frequency to conduct such maintenance is determined by information from the

Table II.Checklist ofautonomousmaintenance forexcavator

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machinery manual adapted to be used together with the historical data collected from thebreakdown of those particular parts.

The development of human resource on maintenance works used OPL as instructionsand warnings that could be classified to five ways:

(1) instruction and warning during inspection of excavators and ten-wheel trucks, forexample, properly checking tire pressure, properly checking coolant level, properlychecking hydraulic fluid, etc.;

(2) instruction and warning before use the excavators and ten-wheel trucks, forexample, checking light signals in the monitor, checking for orderliness in the drivercabin, checking that the brake light functions properly, etc.;

(3) instruction and warning while operating excavators and ten-wheel truck, forexample, the correct way to operate the machine while on a steep slope, the correct

Table III.Checklist ofautonomous

maintenance forten-wheel truck

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way to climb and descend a slope, how to operate the machine near a cliff, etc., asshown in Figure 10;

(4) instruction and warning after the ending operation of excavators and ten-wheeltruck, for example, the correct way to put away the basket after use, turning off thehydraulic system after use, etc.; and

(5) instruction and warning in the maintenance of excavators and ten-wheel truck, forexample, should be careful about safety while performing maintenance work, thecorrect way to fill grease, etc.

5. Comparison results of the improvements.After the implementation according to the Deming cycle, a comparison is made on theavailability of excavators and ten-wheel trucks including the process capability value ofthe mineral stone transportation process before and after the Deming cycle was applied.The availability value of excavator and ten-wheel trucks is shown in Table VI.

Checklist Activity Service time

Engine oil R M1Oil filter R M1Wheel nuts C,T M2Chassis C M2Drive shaft C M2Leaf spring C M2Leaf spring nuts C,T M2Clutch oil R M3Air filter R M3Brake pad C,R M3Disc break C M6Handbrake valve control C M6Notes: R, replacement; T, tightening torque; C, clean, check, inspection; A, adjust

Table V.Checklist andactivities of preventivemaintenance forten-wheel truck

Checklist Activity Service time

Air cleaner element R M1Lubricant C,R M1Track shoe bolts C,T M1Fan belt and alternator drive belt tension C,A M1Lubricate swing circle C M1Hydraulic tube C M1Fuel pre-filter cartridge R M2Front idler C M2Radiator C M2Fuel pre-filter cartridge R M2Fuel main filter cartridge R M4Hydraulic oil filter element R M4Oil in swing arm machinery case R M4Oil in final drive case R M8Notes: R, replacement; T, tightening torque; C, clean, check, inspection; A, adjust

Table IV.Checklist andactivities of preventivemaintenance forexcavator

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From Table VI, with regards to the excavators, the conclusion was that the availabilityvalue increased for each machine to 85.62-90.58 percent and for ten-wheel trucks, increasedto 80.24-92.35 percent. It may be observed that all ten-wheel trucks have availability valuesof more than 80 percent, which is an increase from before when there were only two truckswith the value exceeding 80 percent.

As far as the process capability value (Cpk) is concerned, the value obtained for thetransportation process is 0.56. It can be seen that the process capability value (Cpk) intransporting mineral stone increased to 0.56 from the previous one of 0.11.

From the study of maintenance management above, it was found that the machines, ingeneral, show a higher availability value with the lowest value for excavators and ten-wheeltrucks, being 85.62 and 80.42 percent, respectively. For this improvement, there were two

Do not turn or travel acrosson steep slopes place

Always go down to a flatplace to change the positionof the machine, then travelon to the steep slop again

Figure

Figure

Figure 10.One point lesson for

traveling on asteep slope

Machine Availability (%) Machine Availability (%)

Excavator no. 1 85.62 Ten-wheel truck no. 4 89.63Excavator no. 2 90.58 Ten-wheel truck no. 5 92.35Ten-wheel truck no. 1 80.24 Ten-wheel truck no. 6 90.69Ten-wheel truck no. 2 90.51 Ten-wheel truck no. 7 85.34Ten-wheel truck no. 3 82.93

Table VI.Availability of two

excavators and seventen-wheel trucks: after

the implementation( June 2016-September

2016)

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overhauls, i.e. truck no. 2 and 6 due to their old age, thus the heavywear and tear and PMwerenot suitable. From the assessment, it was economically cost-effective to undergo an overhaul.

The process capability value which improved to 0.56, although less than 1, theoreticallyindicates that more improvement is required. However, for the quarry industry, the variancevalue for the volume of mineral stone transported is rather high due to several factors suchas the environment or rainy weather.

6. ConclusionsThe paper revealed the adaptability of the Deming cycle for planning maintenancemanagement covering strategic, tactical and operation planning. It is suitable for factorieswhere the machines work on heavier load than usual and personnel involved in operatingthe machines are not so knowledgeable. It can increase both the availability value ofexcavators and ten-wheel trucks, and the capability of the transportation mineral stoneprocess from a quarry to a stone crushing plant. Such improvements and development shallcontinue in line with the Deming cycle which will not stop at this juncture. Whenever newproblems are encountered, it will be brought to the attention of the working team meeting tofind an appropriate solution.

There may be more than two rounds of the cycle, but they should be related to a higherperformance. Otherwise, if there is more rotation, it will indicate that the operation controlmay not be effective. For this research, each cycle has only two rounds, each of whichrequires time and money to invest. So the working team must be very committed toachieving the goal.

Moreover, the Deming cycle can be used in planning of other related maintenance areasthat will help to improve the process capability value, thus increasing the efficiency of themineral stone transportation process, queuing management process and in deriving theoptimum quantity of excavators and ten-wheel trucks for the transportation process, etc.

References

Almomani, M., Abdelhadi, A., Seifoddini, H. and Xiaohang, Y. (2012), “Preventive maintenanceplanning using group technology a case study at Arab potash company Jordan”, Journal ofQuality in Maintenance Engineering, Vol. 18 No. 4, pp. 472-483.

Azizi, A. (2014), “Evaluation improvement of production productivity performance using statisticalprocess control, overall equipment efficiency, and autonomous maintenance”, Journal ofAchievements Procedia Manufacturing, Vol. 2, pp. 186-190.

Cousins, J.B. and Earl, L.M. (1995), Participatory Evaluation in Education: Studies of Evaluation Use andOrganizational Learning, Flamer, London.

Ishikawa, K. (1985), What is Total Quality Control? The Japanese Way, Translated by David J. Lu,Prentice-Hall, Inc., Englewood Cliffs, NJ.

Jain, A., Bhatti, S.K. and Singh, H. (2015), “OEE enhancement in SMEs through mobile maintenance: aTPM concept”, Journal of Quality & Reliability Management, Vol. 32 No. 5, pp. 503-516.

Jardine, A.K.S. (1970), Operation Research in Maintenance, Manchester University Press, New York, NY.

Keeling, K.B., Brown, E. and Kros, J.F. (2014), “Using process capability analysis and simulation toimprove patient flow”, Applications of Management Science, Published Online, pp. 219-229.

Modgil, V., Sharma, S.K. and Singha, H. (2013), “Performance modeling and availability analysis ofshoe upper manufacturing unit”, Journal of Quality & Reliability Management, Vol. 21 No. 6,pp. 567-580.

Pintelon, L. (1990a), “A maintenance management tool”, Journal of Management Journal ofManagement Science, Vol. 18 No. 1, pp. 59-70.

Pintelon, L. (1990b), Performance Reporting and Decision Tools for Maintenance Management, CatholicUniversity of Leuven, Department of Industrial Management, Leuven.

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Thorstensen, T.A. and Rasmussen, M. (1999), “A cost model for condition based overhaul/replacement”, Journal of Quality in Maintenance Engineering, Vol. 5 No. 2, pp. 102-114.

Vinzant, J.C. (1999), “Strategic management spin-offs of the Deming approach”, Journal of ManagementHistory, Vol. 5 No. 8, pp. 516-531.

Further reading

Pintelon, L. and Pinjala, S.K. (2006), “Evaluating the effectiveness of maintenance strategies”, Journal ofQuality in Maintenance Engineering, Vol. 12 No. 1, pp. 7-20.

Ronald, M. and Clifford, N. (2016), “Evolution of the PDCA cycle”, available at: http://pkpinc.com/files/NA01MoenNormanFullpaper.pdf

About the authorsJittra Rukijkanpanich is an Associate Professor in the Department of Industrial Engineering at theChulalongkorn University, Bangkok, Thailand. She received her BEng Degree in AgriculturalEngineering from the Kasetsart University, her MEng Degree in industrial engineering from theChulalongkorn University and her PhD Degree in Industrial System Engineering from the AsianInstitute of Technology in 1988, 1990 and 1997, respectively. Her main research areas are maintenanceengineering & management, decision support system and safety engineering. Jittra Rukijkanpanich isthe corresponding author and can be contacted at: mr_chukiat@yahoo.com

Panit Pasuk is a Master Degree Student in the Department of Industrial Engineering at theChulalongkorn University, Bangkok, Thailand. He received his BEng Degree in Industrial Engineeringfrom the Rangsit University in 2013. His main interest is maintenance engineering and management.

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