project management. maintenance and reliability 14 aug 2001
TRANSCRIPT
Project Management. Maintenance and Reliability
14 Aug 2001
Introduction What – Project Management Where – Where the success or
failure of a project will have major consequences for the company
Why – At some point every company takes on large and complicated projects – opening a new store, building a plant, developing a product
Project Management What is at stake? Large projects, outside of normal
production Cost overruns Late completion – penalties Early completion – bonuses
Project Planning Project organization Project manager
Project Planning Planning Task Work Breakdown Structure Determines gross requirements for
people, supplies and equipment
Work Breakdown Structure Level 1 Project 2 Major tasks 3 Subtasks 4 Activities
Example Level 1 Open a new Retail Outlet 2 Select Location 2 Refurbish Location 3 Signage 4 Install new sign 3 Displays 4 Install racks 4 Install Mannequins
Project Scheduling Sequence project activities Allotting time
Gantt Chart
Project Controlling Monitor resources, costs, quality,
and budgets Use feedback to revise project plan
PERT and CPM Program Evaluation and Review
Technique Critical Path Method Schedule, monitor and control
large projects
PERT and CPM Framework Define project Develop relationships among activities Draw network connecting activities Assign time / cost estimates to each
activity Compute longest time path through
network – the critical path Use network to plan, schedule, monitor,
control project
Difference Between PERT and CPM CPM – one estimate of time PERT three estimates with
probabilities
PERT Symbols
224 Years4 Years
Activity (Arrow)Activity (Arrow)
RegisterRegister Receive diplomaReceive diploma
Project: Obtain a college degree (B.S.)Project: Obtain a college degree (B.S.)
Event (Node)Event (Node)
Attend class, Attend class, study etc.study etc.
11
Event (Node)Event (Node)
PERT Symbols
11AA
BBA & B can occur A & B can occur concurrentlyconcurrently
22
33
PERT Symbols
11 44
22
33
AA
BB
CC
A must be done before A must be done before C & D can beginC & D can begin DD
PERT Symbols
11 44
22
33
AA
BB EE
CC
B & C must be done B & C must be done before E can beginbefore E can begin
DD
Activity Time Estimates Optimistic Time (a) Most Likely Time (m) Pessimistic Time (b) Beta distribution Expected Time t = (a + 4m + b) /
6 Variance v = [(b – a)/6]2
Critical Path Analysis ES – Earliest Start Time LS – Latest Start Time EF – Earliest Finish LF – Latest Finish S – Slack Time – LS – ES Critical Path – Group of activities in the
project that have a slack time of zero T – total project completion time V – total variance of activities on the critical
path
Project Crashing Crashing – shorten activity time by
adding resources Can be expensive – may be less
expensive than cost penalties
PERT Advantages Useful at several stages, especially
scheduling and control Not mathematically complex Graphical display show relationships Critical path pinpoints activities to closely
monitor Documents who is responsible for each
activity Applicable to a wide range of industries Monitors schedules and costs
PERT Limitations Project activities clearly defined,
independent, stable in their relationships
Precedence relationships must be specified in advance
Time estimates are subjective Danger of too much emphasis on
critical path
Maintenance and Reliability
Introduction What – maintain capability of
system while controlling costs Where – Where results of failure
can be disruptive, wasteful, and expensive in dollars and lives
Why – breakdown – idle facilities – loss of customers
Definitions Maintenance – all activities
involved in keeping a system in working order
Reliability – Probability that a machine function or part will function properly for a specified period of time under stated conditions
Improving Individual Components If one component fails, entire
system could fail Reliability is the probability of not
failing Assuming the reliability of each
component does not depend on the reliability of other components,
Rs = R1 x R2 x R3 x … x Rn
Product Failure Rate - FR(%) = Number Failures /
Number units tested x 100% FR(N) = Number of failures /
Operating time MTBF = 1 / FR(N)
Providing Redundancy Back up components with
additional components Rs = R1 + [R2 x (1 – R1)]
Maintenance Preventative Maintenance –
Routine inspections, servicing, and keeping facilities in good repair to prevent failure
Breakdown Maintenance – Equipment fails and must be repaired
Implementing Preventative Maintenance Maintenance is costly – so when to
maintain? Infant Mortality – high initial failure rate Once past the Infant Mortality phase,
determine MTBF Requires maintenance and breakdown
record-keeping Difficult to determine full costs of
breakdown
Increasing repair capabilities Must decide where repairs are to
be performed Must decide who will perform
repairs Better to have employees perform
as much as possible themselves
Total Productive Maintenance – TPM Applies TQM concepts to maintenance Employee involvement Excellent maintenance records Designing machines to be reliable, easy to
operate, easy to maintain Emphasizing total cost of ownership when
purchasing machines Developing preventative maintenance plans Training workers to operate and maintain
machines