P&PD MAINTENANCE PROGRAM STUDY

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP12-00036R000100180001-1
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 28
• Document Creation Date: December 23, 2016
• Document Release Date: August 26, 2013
• Sequence Number: 1
• Publication Date: May 1, 1992
• Content Type: REPORT

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STAT
P&PD MAINTENANCE PROGRAM
STUDY
MAY 1982
Prepared By
Plans, Programs, and Systems Staff
Printing and Photography Division, OL
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TABLE OF CONTENTS
PAGE NO.
1.0 INTRODUCTION 1
1.1 'Statement of the Purpose 1
1.2 Statement of the Problem 1
1.3 Facts Bearing on the Problem 1
1.3.1 Maintenance Definitions 1
1.3.2 Catagory Determinations 1
1.3.3 Assess In-House Maintenance Capabilities 1
1.3.4 Spare Parts 1
1.3.5 Contractual Maintenance 2
1.3.6 System Determination 2
1.3.7 References 2
2.0 DISCUSSION 2
2.1 Project Scope 2
2.2 Data Collection (Figure 1 reference) 2
2.3 Maintenance Definitions 2
2.3.1 Category NR 3
2.3.2 Category VC 3
2.3.3 Category MS 4
2.3.4 Category BJ 4
2.3.5 Category VR 4
2.4 Category Determination (Figure 2 reference) 4
2.4.1 Statistics 5
2.4.2 Preventive Maintenance 5
2.4.3 Vendor Contracts (Figure 3 reference) 6
2.5 In-House Capabilities and Training 6
2-5.1 Maintenance Training Record (Figure 4 reference) 6
2.5.2 List of Training 7
2.5.3 Training Discussion 10
2.6 Contractual Maintenance Service 10
2.6.1 Contract Repair Service 10
2.6.2 Remedial Repair Service 11
2.6.3 Repair Service Evaluation (Figure 5 reference) 11
2.6.4 In-House Versus Contract Service 11
2.6.5 Future Equipment Concerns 13
2.6.6 Seybold Report Excerpts 13
2.7 Spare Parts 14
2.7.1 Printed Circuit Boards 14
2.7.2 Contract Limitations 14
2.7.3 Space Limitations 14
2.7.4 Vendor Policies 15
2.7.5 Vendor Warranties 15
2.8 System 15
2.8.1 NSA Trip Reference 15
2.8.2 NPIC Trip Reference 16
2.8.3 HEB/AEMMS Reference 16
2.8.4 Commercial Reference 16
2.8.5 PIA, GATF, and GPO References 16
3.0 CONCLUSIONS 17
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Table of Contents - Continued
3.1 Training
3.2 Preventive Maintenance Need
Page No.
17
17
3.3
Spare Parts
17
3.4
Contract Services
17
4.0
RECOMMENDATIONS
17
4.1
Specifics
17
4.2
General
18
Attachment 1 - NSA Trip Report
Attachment 2 - NPIC Trip Report
Attachment 3 - Judd & Detwilder Reprint
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P&PD MAINTENANCE PROGRAM STUDY
1.0 INTRODUCTION
1.1 Statement of the Purpose
The purpose of this study is to evaluate the maintenance
requirements of all Printing and Photography Division equipment,
except copiers and physical plant utilities and systems, in order
to establish specific maintenance programs (MP), where feasible;
and to develop a system to track and report on Division
maintenance costs and requirements, both scheduled and
unscheduled, as determined from this study.
1.2 Statement of the Problem
The scope of the P&PD maintenance support or requirements
has never been defined. Additionally, P&PD has not had any
formal system of tracking and recording maintenance problems and
costs. The latter, in particular, has become a more visible
concern of P&PD's operating budget and a contributing factor to
the purpose of this study.
1.3 Facts Bearing on the Problem
Since the magnitude of this project seemed quite large,
there were obviously other concerns be'sides inventory and dollar
value. Some of these are:
1.3.1 Maintenance Definitions - Develop a means of defining the
type or level of maintenance/repair service required, and
determine who has the primary responsibility for performing the
level of service defined.
4 1.3.2 Category Determinations - Task component management to
decide which definition of maintenance best applies to each piece
of equipment in each component.
1.3.3 Assess In-House Maintenance Capabilities - Survey the
maintenance personnel for education, experience, and training
qualifications, and analyze the depth-of-responsibility as it
applies to P&PD equipment.
1.3.4 Spare Parts - Inventory P&PD's spare parts and determine a
dollar value if possible. Consider the impact of spare parts
procurement for selected equipment.
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1.3.5 Contractual Maintenance - Gather data on the costs and
extent of P&PD contract maintenance, and survey branch manager's
assessments in terms of 'Are we getting what we pay for?'
1.3.6 System Determination - Consider what means will be used to
provide a system to track and report on Division maintenance
requirements and costs.
1.3.7 References - Research existing systems from other
government or commercial sources to provide guidance, comparison,
or other input in developing an effective system for P&PD.
2.0 DISCUSSION
2.1 Project Scope
The original concept of this project was to conduct a
preventive maintenance study. This intent gradually expanded to
developing a total system to encompass all facets of preventive
maintenance and cost control through computerized means. More
recently, because of the obvious scope of the project and a
different managerial perspective, the purpose has been modified
to developing background information as a means of providing a
senior management tool for decision making in charting the future
of a P&PD maintenance program. The ADP considerations, for the
preparation of a functional specifications statement of any such
program, have been delegated within the Plans, Programs, and
Systems Staff, and will be dealt with separately from this
report. In addition, for the purpose of semantic simplification,
the 'preventive' reference has been dropped and the project is
now refered to as the 'Maintenance Study.' Preventive
maintenance is considered to be just one part of an overall
maintenance program.
2.2 Data Collection
As a base for defining the scope of the maintenance
problem, it was decided to inventory P&PD's equipment through use
of the Condolidated Material Records (CMR's). The inventory was
divided into the same two categories shown on the CMR printout;
namely, Controlled items and Non-Expendable items. Each Division
component was inventoried by CMR Sub-account. The results are
shown in Figure 1. Additional discussion of this subject is
contained elsewhere.
2.3 Maintenance Definitions
P&PD has several hundred CMR-defined pieces of equipment
which require various levels of maintenance. Since this
equipment mix has never been defined before, this study attempted
to provide an arbritary means of cataloging the types and sources
of maintenance that apply to Division equipment. Five categories
were decided upon as best summarizing the maintenance situations
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NUMBER OF EQUIPMENT ITEMS AND DOLLAR VALUE
Acct.
No.
Total
No. of
Items on
CMR
Value
Total
No. of
Controlled
Items
$Value
Total
No. of
Non-ex.
Items
Value
No. of
Items
Requiring
P.M.
$Value
11
Planning
9
2,364
7
1,473
2
891
0
0
12
Systems
10
2,706
8
1,300
2
1,406
0
0
14
Front Office
8
4,590
3
540
5
4,050
0
0
40
Offset Photo
59
272,539
14
2,663
45
269,876
28
149,950
51
Microfilm
60
425,098
2
299
58
424,799
56
424,159
52
Graphics
76
435,007
6
1,338
70
433,669
67
431,507
53
Color
74
241,811
15
2,300
59
239,511
64
235,871
54
Motion Picture
119
305,856
47
7,536
72
298,320
84
291,617
55
Q.C. & Chem Mix
24
213,462
2
358
22
213,104
20
204,164
56
Photography Br. Off.
13
2,725
10
1,212
3
1,513
4
1,278
57
Studio
? 93
46,841
55
9,940
38
36,901
69
33,608
58
Corn Center
10
33,120
1
200
9
32,920
7
31,695
59
Copy Center
18
38,175
2
300
16
37,875
14
36,748
61
Maintenance Shop
58
35,441
26
3,132
32
32,309
51
32,028
62
Supply & Services
29
102,178
9
1,387
20
100,791
26
97,905
70
Press
38
1,059,273
5
923
33
1,058,350
35
1,056,808
80
Composing
133
1,275,040
10
121,267
123
1,153,773
121
1,268,992
90
Bindery
57
510,877
4
618
53
510,259
40
492,667
100
Graphics & Visual Aids
41
30,243
25
2,792
16
. 27,451
4
18,229
TOTAL:
929
5,037,346
251
159,578
678
4,877,768
690
4,807,226
%of Total
100
100
27
3
73
97
74
95
FIGURE 1
and methods occurring in P&PD. Although there is some overlap in
that more than one category can apply to a particular piece of
equipment, the basis for determining which category best applies
to each equipment piece was determined by the branch chief or his
delegated authority. The definitions are as follows:
2.3.1 Category NR - None Required. This means that the
equipment does not routinely require any type of scheduled
maintenance by anyone; i.e., offset cameras, light tables,
camera lenses, etc. This category doesn't mean things never
break or malfunction. They do. But the equipment put in this
category is, in the opinion of the respective branch chief,
characterized by continuing reliable daily operation.
2.3.2 Category VC - Vendor Contract. This category identifies
those pieces of equipment which are serviced by outside vendors,
under contract, on a scheduled basis such as monthly, bi-monthly,
or quarterly. In addition to the scheduled preventive
maintenance coverage, the contractual agreement also provides
remedial repair service, which means response to breakdowns as
required.
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2.3.3 Category MS - Maintenance Shop. This category refers to
equipment items which can be and usually are serviced by the
Maintenance Shop personnel. Except for some of the more
sophisticated electronic equipment in the Division, the MS
category could be applied to almost everything else in a broad
sense. However, for the Purposes of this study, the MS category
has been established as the major source of repair and
maintenance for designated equipment items, and is considered
separate and distinct from the NR category defined above.
2.3.4 Category BJ - Branch Journeyman. This description is
applied to those equipment items which require some type of
preventive maintenance and/or periodic service, which because of
its relatively simple nature, is performed by branch journeyman-
level personnel instead of in-house maintenance personnel. The
equipment in this category may also fall into one or more other
categories by virtue of the nature of the problem. But, for the
purposes of this 'study, it is assumed that the BJ category
adquately defines the most frequent and usual type of service
that these equipment items require.
2.3.5 Category VR - Vendor Remedial. This category is for those
equipment items which are dependent upon outside, non-
contractual, vendor support to accomplish repairs. This is
usually because of the complex nature of the equipment, meaning
that in-house capabilities are not sufficient to provide the
necessary service. It also means that the frequency or
occurrance rate is minimal; consequently, it is not cost-
effective to have these equipment items serviced on a regular
contractual basis by a vendor. The 100-S (Service) Numbers used
throughout the Agency for general repairs is probably the best
example of items falling into this category. Another example
would be the situation where the problem is so difficult as to
need an outside expert and the estimated cost of repairs exceeds
the limits of the 100-S Number, necessitating a purchase order or
one-time contract.
2.4 Category Determination
The next step was to task the branch and staff chiefs with
determining the one category that best fits the type of
maintenance usually required for each piece of equipment. It is
obvious that there are many equipment items where more than one
maintenance category would fit the item, depending upon the
nature of the problem. For instance, an item normally serviced
by branch personnel may develop a problem that cannot be resolved
at that level. The next logical step would be to call for
assistance from the P&PD maintenance shop and if they can't fix
it, it would then be necessary to obtain the services of a
qualified outside vendor. Such a scenario shows what could
happen, but for the purpose of this study, the "first choice"
determination has been used. The results of categorizing the
equipment are shown in Figure 2.
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NO. OF P&PD EQUIPMENT ITEMS BY
MAINTENANCE CATEGORIES AND CMR SUB-ACCOUNTS
% of
11
12
14
40
51
52
53
54
55
56
57
58
59
61
62
70
80
90
100
Totals
Total
Category 1
9
10
8
31
4
9
10
35
4
9
24
3
4
7
3
3
12
17
37
239
26
None Required
Category 1
0
0
0
0
5
0
1
0
0
1
0
0
0
1
7073
0
2
90
10
Vendor Contract
Category 3
0
0
0
21
49
46
48
29
1
0
0
5
10
50
16
31
28
24
1
359
39
Maintenance Shop
Category 4
0
0
0
7
0
18
6
52
19
3
69
2
1
0
0
0
3
11
0
191
20
Branch Journeyman
Category 5
0
0
0
0
2
3
9.3
0
0
0
0
3
0
3
4
17
5
1
50
5
Vendor Renewal
TOTALS
9
10
8
59
60
76
74
119
24
13
93
10
18
58
29
38
133
57
41
929
100
FIGURE2
2.4.1 Statistics - Figure 2 presents some interesting
statistics. Of the 929 items identified, more than one-third
(359 items, 39%), are identified as being the primary
responsibility of the maintenance shop, while only 90 items (10%)
are identified as being under vendor contract. Twenty-six
percent, or 239 items, have been defined as not needing scheduled
preventive maintenance. The maintenance responsibility of branch
personnel accounts for 21%, or 191 items. The remaining 5%, or
50 items, is assigned to the Vendor Remedial repair category.
The combined figures for the maintenance shop and the branch
personnel-level maintenance total 550 items and 59% of P&PD's
identified equipment. This fact alone justifies the
establishment of a maintenance program.
2.4.2 Preventive Maintenance - Preventive Maintenance (PM) is
basically defined as those routine tasks which are regularly
required to keep equipment in maximum operating condition, and
which can be scheduled at various periodic times. Based on the
statistics in Figure 2, 59% or 550 pieces of equipment within the
Division require some type of preventive maintenance. For
example, simple tasks might he required daily or weekly while
other tasks, depending upon their complexity, might be required
monthly or quarterly. These maintenance tasks are considered to
be PM when they can be performed by in-house production personnel
or the P&PD maintenance personnel. Also to be included in the
definition of PM are those problems which can be identified and
corrected before a complete breakdown occurs. In this context,
repairs, adjustments, and parts replacement constitute a means of
preventing more serious problems.
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2.4.3 Vendor Contracts - It is also interesting that the Vendor
Contract category, representing the second smallest percentage
(10%) and number of items (90), represents the largest
expenditure of funds. This cost has been increasing every year,
as existing equipment gets older and presumably more susceptible
to breakdowns, and newer equipment gets more technically advanced
and further removed from the skills of our in-house maintenance
personnel. The budgetary costs of P&PD repair and maintenance
.contracts and services for Fiscal Years 80 and 81, and projected
costs for FY-82 are shown in Figure 3.
MAINTENANCE/REPAIR COSTS
BY SOC FOR FY-80, 81, and 82*
FY-80
(Actual)
FY-81
(Actual)
Fy-82
(Projected)
SOC 2502-Maintenance/Repair
105,920
92,569
92,885
SOC 2503-ADP Maintenance/Repair
92,065
110,266
174,315
SOC 2540-Miscellaneous Contracts
128,400
34,500
34,000
SOC 2541-Census Bureau Contracts
0
6,000
301,200
Totals:
326,385
243,335
301,200
*Copier Maintenance is not included
FIGURE 3
2.5 In-House Capabilities & Training
The P&PD Maintenance Shop is under the supervision of the
Chief, Logistical Support Staff, although there is no formal
organization of a Maintenance Shop on the Table of Organization.
There are four full-time personnel assigned, one of whom serves
as the first-line supervisor and carries the position title of
Mechanic-Machinist Group Chief. The others are classified as
General Mechanic-Machinists. The shop is well equipped with a
variety of tools, machines, test equipment, and parts. Over the
years, the Maintenance Shop has earned an enviable reputation for
solving problems, fixing equipment failures, and enabling
production deadlines to be met. This capability has been
particularly noteworthy in making parts to support the operation
of 20-25 year old printing presses. In many instances, these
parts are simply no longer available from the press manufacturer
or commercial supply houses. Nevertheless, P&PD's maintenance
crew is being challenged by the technological sophistication of
today's equipment.
2.5.1 Maintenance Training Record - The Maintenance Shop has not
had a particularly impressive record in obtaining and attending
maintenance related training, as seen in Figure 4.
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STAT
TRAINING SUMMARY OF MAINTENANCE SHOP
PERSONNEL SINCE JOINING P&PD
PERSONNEL
TOTAL
COURSES
ATTENDED
NON-MAINT.
COURSES
ATTENDED
MAINT.-RELATED
COURSES
ATTENDED
MAINT.
COURSES
DENIED
SELF-STUDY
COURSES
5
3
2
1
1
1
0
1
1
1
1
1
0
2
1
3
2
0
1
1
3
3
0
0
1
TOTAL
13
9
3
5
5
* REASSIGNED WITHIN P&PD
FIGURE 4
As can be seen from above, there have been more denials of
requested maintenance-related training than approvals.
Obviously, this has had its negative impact upon the maintenance
crew, particularly when they. are criticized for not being able to
resolve problems with which they are unfamiliar. In this
respect, it should be remembered that much of P&PD's equipment
has advanced into the electronic age. Consequently, the skills
of yesteryear do little to cope with the sophistication and
complexity of today. Keeping up with the state-of-the-art
requires dedicated training, and frequent application of this
training to provide useful results and cost-effectiveness.
2.5.2 List of Training - The listing below details the training
accomplishments of the maintenance personnel, both before and
since joining the Agency as of mid-1981:
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STAT
Dates Attended Maint.
Course
Related
AB Dick Press Maintenance
2 wks. 1966
Yes
A&M Multilith Press Main.
2 wks. 1970
Yes
Cleveland Institute of Electronics
1973-75 (self-study)
Yes
Kodak 8-S Printer Maint.
1975
Yes
*Effective Written English
9-20 April 1979
No
*Managing Your Building Maint.
24-25 May 1979
Yes
Dollar
*Performance Appraisal Workshop
11 Dec. 1979
No
*The R&E Maint. Roundtable
20-21 Feb. 1980
Yes
*Fundamentals of Supervision
22-26 Sep. 1980
No
*Managing a P.M. Program
(Nov. 1980) (Yes-
Rejected)
STAT
Diesel Mechanics
Course (53 lessons)
Institute, Chicago)
(U.S. Army Armor
Dates Attended
Maint.
Course
Automotive &
Correspondance
Commercial Trades
Auto Mechanics
1960
1961 (16 weeks)
Related
Yes
Yes
School, Fort Knox, Ky.)
Military Tracked Vehicle Recovery
1961-64 assignment
Yes
Mechanic, U.S. Army
Industrial Equipment Mechanic,
1965-69
Yes
Western Electric Co.
Methods Analyst, Western Electric
1969-71
Yes
Co.
Refrigeration and Air Conditioning
1971
Yes
Correspondance Course,
Advance Schools Inc. ,Chicago
Kodak 8-S Printer Maintenance Course
Yes
*Davidson Press Maintenance
2-6 Dec. 1974
Yes
*Electronic Technology Correspon-
Aug. 1980-81
Yes
dence Course, Cleveland
Institute of Electronics
*OCR Maintenance, ECRM, Inc.
Page 8
(Aug. 1980)
(Yes-
rejected)
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STAT
Course
Fundamental Electronics (Diploma)
Communications Electronics (Diploma)
Itek Service School
COBOL Programming
EAM Equipment
Machine Logic and Design
Sleuth Programming
Fundamental Data Processing
Analog Programming
*Intelligence and World Affairs
*Fundamentals of Supervision & Mgmt.
*Video Tape Recording
*Advanced Color TV Service
*Introduction to Micrographics
*Master Course in Electronics
(Self-Study)
*College English
*APS-5 Maintenance, Autologic,Inc.
*OCR Maintenance, ECRM, Inc.
Dates Attended
Jan.1976-Jan.1978
Jan-May 1980 .
(June 1980)
Maint,
Related
Yes
Yes
Yes
No
No
No
Yes
Yes
No
Rejected)
(Yes-
Rejected)
STAT
Processing Clinic
Department Mgmt.
Dates Attended
Main t.
Course
*3M Microfilm
*Photographic
*EDP Orientation
5-9 March 1973
29 May - 3 Jun
4-6 Jan 1978
Related
No
1977 No
No
*Fundamentals of Supervision
9-13 Jan 1978
NO
*Trends and Highlights
21-24 Feb 1978
No
*Effective Written English
3-14 April 1978
No
*Supervision of Handicapped
28 April 1978
No
Employees
*Computer Topics for OL Mgmt
9-12 Dec 1978
No
*Leadership Styles and Behavior
17-21 Sep 1979
No
STAT
*Electronic Correspondence
Course,
(self study)
April 1980
Yes
*Denotes CIA Training or self-training during CIA employment.
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2.5.3 Training Discussions - One way to deal with this lack of
training of maintenance personnel might be to make formalized
training an extra-cost item as part of any new equipment
procurements. This procedure has, according to Procurement
Division, been used by other components without any problems. An
added benefit, at least in terms of P&PD's budget distribution,
is that the expense of the maintenance training, including
manuals, schematics, parts lists, etc. can be part of the
contract purchase order and charged as an equipment expense
rather than come out of our limited training funds.
Somewhere in the compilation of data on this project, a
previous recommendation on training was unearthed which stated in
substance that "providing sufficient training for the Maintenance
Staff to support the repair and maintenance of the complex
electronic equipment in use throughout the Division would save
many dollars in contract and administrative costs." The problem
here is the age-old situation of limited personnel resources.
The maintenance personnel have expressed the feeling that in
order to develop any kind of proficiency in coping with complex
electronic equipment, it will be necessary to have a person
assigned full-time to this responsibility. It has also been
advocated that "if the maintenance staff electronics specialists
could perform all maintenance on this equipment, the maintenance
contracts could be reduced to parts and repair contracts." This
is a very broad and general statement that finds little support
by the maintenance staff and is viewed as having little insight
in the practicalities of dealing with various proprietary
designs. Some vendors simply will not release such information;
others will but at a high cost; and still others fall somewhere
inbetween by releasing only partial information. But regardless
of the skills of the electronics specialist, there is a strong
feeling that one simply cannot be expected to flip-flop from
equipment "A" to equipment "B" on a moments notice and resolve
all problems. To be a competent mechanic, it is necessary to
devote full-time to mastering the equipment. And to master all
the existing equipment, plus the future enhancements planned for
the Division, and provide maintenance coverage commensurate with
P&PD's operating schedule, would require a staff of full-time
specialists in excess of our allotted Table of Organization.
2.6 Contractual Maintenance Service
P&PD relies upon two types of vendor-supplied
maintenance/repair service.. .contract and remedial.
2.6.1 Contract Repair Service - Contract service involves an
annual agreement, usually at a fixed price, between a vendor and
the Agency for preventive maintenance service at scheduled
intervals, and repair service as required during the contract
period. Agreements on parts replacement vary from vendor to
vendor. Usually the vendor will include the replacement of
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specified parts, if necessary, in the fixed price cost of the
contract. Unspecified parts replacement is an extra-cost item.
2.6.2 Remedial Repair Service - Non-contract or remedial repair
service is the type of situation where a vendor is called upon
only as needed. The usual method is through the use of the
Agency's 100-S (Service) Number system. This system is limited
to a fixed dollar amount, usually $1000.00. If the costs are
going to be above this amount, then a one-time contract is
written for the necessary services.
2.6.3 Repair Service Evaluation - Are we getting what we pay for
from contractor maintenance? The general assesment of P&PD
Branch Chiefs is that we are getting good service, particularly
in those disciplines where in-house service is not capable of
satisfying all requirements, i.e., ETECS maintenance. Since the
cost of this type of contractor dependence continues to be a
highly visible budget item (See Figure 5), a maintenance program
should consider monitoring vendor response, quality of service,
frequency of repair, repetitiveness of repair, etc. The research
for this report has been able to identify only the vendor's work
order receipt as the means of tracking maintenance effectiveness.
However, this receipt frequently only verifies that a service rep
was on location; the illegibility of the receipt oftentimes make
it impossible to decipher what was actually done. And apparently
no one is standing over his shoulder recording his
accomplishments. Do we need this level of data? That hasn't
been decided, but it does seem that if we are to track historical
(chronological) maintenance/repair, and record component
breakdowns and the cost of parts, then such considerations are
justified.
2.6.4 In-House Versus Contract Service - Every once in a while
someone asks if we couldn't do the job cheaper and better in-
house. The answer to that depends upon the equipment in
question. The Logistical Support Staff has cancelled several
maintenance/repair contracts for FY-82 and shifted the
responsibility to the Maintenance Shop, or will rely upon the
100-S Number system. ETECS maintenance was mentioned previously
as a good example of contractor maintenance. P&PD doesn't have
the personnel to support around-the-clock maintenance staffing
for the ETECS operation, nor the in-depth knowledge of the
software or the accessibility to the manufacturer that an Atex
(Inc.) technician has. This rationale is also applicable to
other P&PD equipment and vendors. And it is becoming
increasingly more apparent as each new piece of equipment
received becomes more electronically controlled. This does not
mean that such obstacles couldn't be dealt with at least with
some degree of success. Proper training and motivation can go a
long way. But if we look at the Maintenance Shop's success rate
in obtaining training, one cannot readily reach an optimistic
conclusion. What does become obvious is P&PD's dependence upon
vendor contract support despite the cost.
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COMPARISON OF MAINTENANCE/REPAIR
COSTS FOR FY-80 THRU FY-82*
FY-80
Fy-81
FY-82
SOC 2502: Maintenance/Repair
(Actual)
(Actual)
(Projected)
Itek-400 Camera repair
500
-
-
Machinists-Press repairs and parts
10,000
9,500
10,000
GAF-Ozalid repairs/pm
1,000
-
-
Kodak VCNA-pm
3,000
3,769
3,615
Harrigan-Press roller repair
10,300
10,000
10,000
Werres-Forklift pm
6,410
5,700
-
Itex-430 Camera/Processor pm
810
-
AM International-Bruning OP 59/88 pm
3,860
3,250
Compugraphic-Typesetter pm/repair
1,000
1,000
Bell & Howell-Envelope Stuffer pm
1,260
-
Van i Tech-Varityper pm
360
-
-
TDC Documate ll and 1010 Teriminal pm
8,160
.11,300
13,000
Imprest Fund & 100s Numbers
25,000
9,500
12,000
Autologic APS-4 & 5 pm
34,260
38,550
42,270
Video Tape Replication System repairs
-
-
2,000
Sub-total:
105,920
92,569
92,885
SOC 2503: ADP Maintenance/Repair
ECRM-Optical Character Reader pm
8,000
6,156
8,040
Atex-Etecs maint.
84,065
86,665
82,000
DEC-MIS Hardware maint. (11/70)
-
14,645
10,700
RLG-MIS Software maint (11/70)
-
2,800
14,000
Dicomed-Dicornedia
-
-
27,560
DSI-MIS Hardware maint. (11/70)
-
-
9,515
MIS Software enhancements
-
22,500
Sub-total:
92,065
110,266
174,315
SOC 2540: Miscellaneous Contracts
CTI-Slide reproduction
9,850
1,500
-
Press rag cleaning
2,300
2,700
3,000
Kodak-Color Film Processing
6,900
6,000
7,000
Byron-Motion Picture Processing
109,000
21,500
24,000
Capital Film Labs-Film Processing
350
2,800
-
Sub-total:
128,400
34,500
34,000
SOC 2541:
Census Bureau
6,000
Sub-total:
6;000
Grand-total:
326,385
243;335
301,200
*Copier maintenance costs are not included
FIGURE 5
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2.6.5 Future Equipment Concerns - Future equipment acquisitions
involving lasers are a maintenance concern. P&PD is currently
involved in procuring a laser platemaker, which will be the first
equipment of its type in the Division. The manufacturer provides
operational and maintenance training at his facility. Present '
plans are for two personnel to attend this training, one from
maintenance and one from prepress. This venture into the most
advanced technology in the graphic arts industry should be an
interesting experience upon which to gauge our in-house
capabilities and further evaluate future requirements.
2.6.6 Seybold Report Excerpts - In the July 28, 1980 issue of
The Seybold Report (Vol. 9, No. 22), there were some interesting
comments concerning the problem of qualified maintenance
personnel and some possible approaches to coping with the
situation. The following quotes summarize the article:
"Like the shortage of programmers mentioned above,
there is currently a shortage of qualified electronics
maintenance personnel. This shortage can only be
expected to worsen in the coming years. Vendors are
aware of this problem and are trying to design new
products so as to minimize its effects. Some of the
possible strategies include:
- Self-diagnosis. Equipment which includes a
microprocessor can, with minimal additional cost, also
include a set of diagnostic routines in read-only
memory or on disk... The operator is informed.., of the
location of any detected problems. (The APS-115
typesetter is an example...).
- Remote diagnosis. Some multi-user systems with
telecommunications capability can be tested remotely
over the phone lines...One...vendor...combines self-
diagnosis with telecommunications so that the equipment
dials its service center to report failures as they
occur!
- Modular repair. Most electronic
equipment.. .designed in modules.. .a single printed
circuit board. If a stock... is kept on hand, a spare
can be substituted... No attempt is made to track down
the faulty part of the circuit.., shipped back to the
factory for repair or replacement.
- Redundancy. Duplicated equipment has been a
way of life in the newspaper industry for a long
time... quite expensive.., prices falling.., expect to
see more outright duplication.., in many cases
duplicated components will be built in and the good one
will take over automatically..."
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These comments from a highly respected publication echo some
of our concerns and should be considered in the final
determination as to the direction and scope of any maintenance
program undertaken by P&PD.
2.7 Spare Parts.
The question has been raised several times in the past as
to the feasibility of the P&PD Maintenance Shop stocking spare
parts for all equipment. There are several things to consider in
addressing this question.
2.7.1 Printed Circuit Boards - Stocking printed circuit boards
(PCB"s) for electronic gear is one of the concerns most
frequently discussed. The biggest obstacle is cost. The boards
are not cheap, and there are many different types in use
throughout Division equipment. Some of them do go bad from time
to time; however, it is virtually impossible to predict with any
degree of accuracy which boards are most likely to need
replacement. This, plus the cost consideration, has been the
major negating factor towards stocking PCB's.
2.7.2 Contract Limitations - Another reason is because the
Division has so much of its electronic equipment under
maintenance contract. This type of arrangement usually precludes
Division maintenance personnel from getting involved in servicing
and/or repairing contractually-covered equipment. This is
because of the proprietary nature of much of the equipment, and
the vendor's policy of controlling who works on their equipment.
Tied in with this restricting factor is the simple fact that
P&PD's maintenance personnel do not have the expertise to perform
in-depth service on much of this type of equipment.
2.7.3 Space Limitations - Still another reason given for the
lack of an extensive stock of spare parts is space limitations.
The Maintenance Shop carries quite an assortment of general
purpose parts to cover electrical, plumbing, mechanical, and
other types of problems. Some of the parts are for specific
purposes, such as Miehle printing press parts, most of which are
no longer made by the manufacturer or must be special ordered
from Germany. Other parts, such as electric motors, have been
cannibalized from old equipment and may be usable in more than
one piece of equipment. Generally speaking, maintenance orders
those component parts which have been identified as most likely
to fail, or by virtue of experience, have been found most
difficult to obtain. Also influencing spare parts procurement is
the life-cycle of the equipment. If it has been relatively
trouble-free and still fulfills the production requirements,
chances are that it has not been identified for replacement. In
this instance, a small quantity of spare parts would be kept
available. On the other hand, if the machine had a history of
problems and was identified for early replacement, a more select
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assortment of trouble-prone parts would be stocked until the
equipment can be disposed of. Unfortunately, these parts are
"money-down-the-drain" when the equipment is turned in.
2.7.4 Vendor Policies - In this day and age, rapid procurement
of parts shouldn't be any problem, particularly if one believes
in the Federal Express TV commercial. But experience over the
years has not always been favorable in rapidly securing parts and
avoiding production interruptions. Most vendors will openly
state that their policy is to service their own technicians and
maintenance-contract customers first; then they will service
those customers who chose to perform service in-house. In this
context, the benefits of annual maintenance contracts become more
appealing despite the constantly escalating costs. Convenience
and vendor-dependability take on new meaning as equipment grows
older and more susceptible to breakdown.
2.7.5 Vendor Warranties - Another factor to consider is warranty
protection. Parts purchased for inventory and installed at a
later date are usually not warrantied by the manufacturer. This
is because they were not installed by the manufacturers'
representative and because of the time interval between purchase
and actual use. Consequently, there is a financial risk
involving this type of parts inventory control. But on the other
hand, these are the problems stated previously regarding
manufacturer's or supplier's attitude towards prompt response to
our needs--which always seem to be of an emergency nature due to
our mission and function. It would appear that there is no
totally satisfying solution to this aspect of a maintenance
program.
2.8 System
As stated previously, the revised purpose of this study is
not to develop a total system for running a maintenance program,
but rather to develop background information to support a
management decision. The data processing considerations have
been delegated within the PP&SS. At this time, no firm position
has been reached regarding the best computer system, VM or MIS,
to satisfy all of the considerations of a maintenance program.
2.8.1 NSA Trip Reference - In April 1980, NSA was visited to
seek advice and guidance on this project. A copy of the trip
report is included as Attachment 1. Basically, NSA has a world-
wide, fulltime maintenance program which has been active for
about 10 years. They started off with an off-the-shelf Hewlett-
Packard system, and then took two years of vendor and in-house
development to achieve an operational system. Since then it has
undergone considerable modification and expansion. Engineering,
ADP, and other professional and technical skills are represented
in a dedicated workforce. Obviously their accomplishments far
exceeds anything that P&PD would require, but their offer for
further assistance is still open.
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2.8.2 NPIC Trip Reference - The NPIC Equipment Services Branch
(ESB) was visited in November 1981. A copy of a Memorandum for
the Record appears as Attachment 2. Their personnel complement
is 2 1/2 times greater than P&PD's. Although they also have been
addressing a computerized database for over two years, they have
not progressed beyond a manual card system. Their efforts are
primarily in support of the photo interpretation effort.
Computer support is almost entirely a function of contractors,
and the ESB technicians play an important role as COTR's in
monitoring contract compliance and costs. Spare parts inventory
is still a big problem at NPIC, but training is stressed and
apparently more readily attainable than at P&PD. No formal
support is provided to the printing and photography functions,
although both are important operations at Building 213. NPIC
seems to share a lot of our problems and concerns, and has
offered to provide whatever additional assistance they can in the
future.
2.8.3 HEB/AEMMS Reference - The Headquarters Engineering Branch,
LSD/OL, is the originator and manager of the Agency Equipment
Monitoring and Maintenance System (AEMMS). Their system is
highly developed, even down to the point of defining how many men
and what tools are necessary to perform a given task. Their
operating manual and engineering vendor handbooks on PM systems
have been utilized in reviewing the requirements for a P&PD
system. A specific reference to the AEMMS will be included in
the recommendations portion of this study.
2.8.4 Commercial Reference - Literature from Werner and
Associates, Inc. in Arlington, Va., was reviewed during the
compilation of data for this study. They are a commercial firm
specializing in developing PM systems for hospitals. Their
system is known as "pmas/30" (Preventive Maintenance
Administration System). Basically, they review one's needs, set
up a system, and administer via telecommunications link to their
computer. They produce periodic reports and maintenance
schedules which are communicated to the user, who in turn
provides feedback on the results to Werner. This system was
considered by branch management to be unsuitable to our needs,
although the use of this vendor on a consultant basis remains a
viable option.
2.8.5 PIA, GAIT, GPO References - In the early stages of this
project, both the Printing Industries of America (PTA) and the
Graphic Arts Technical Foundation (GATF) were contacted regarding
advice and suggestions on setting up a maintenance program. PIA
had little to offer except that the general attitude throughout
the commercial printing industry seems to be that "if it breaks,
fix it!" PIA also stated that business runs on the theory that
if a press is running, its making money and can't afford to be
shut down. GATF pretty much echoed that sentiment, hut did go
ahead and send several reprints of articles pertaining to
maintenance. One local concern, Judd & Detwilder, has an
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effective maintenance program which was well described in one of
the reprints (See attachment 3). In addition, only two other
major printing companies in the mid-west were offered by GAF as
having known preventive maintenance programs. Since the
Government Printing Office (GPO) was well covered in a Systems
Staff Study conducted in 1979 on P&PD Maintenance Programs, no
additional information was sought for this Study. GPO's
operation is so large and its maintenance force so diversly
structured, that there seemed little to be gained from additional
contact and fact-finding.
3.0 CONCLUSIONS
3.1 Training
A successful maintenance program will require more
training of P&PD maintenance personnel. An identification of in-
house maintenance responsibilities and the training necessary to
support such duties is necessary.
3.2 Preventive Maintenance Need
Since at least 50% of P&PD's equipment is maintained
primarily in-house, the need for a controlled and well-structured
PM program seems obvious. Establishment of a computerized
database to record PM activities would be beneficial to P&PD in
many ways.
3.3 Spare Parts
This issue presents several avenues of response, ranging
from a thorough inventory and value accounting of present parts
to a more selective assessment of future needs. The decision as
to the level of involvement rests with the using component,
Logistical Support Staff.
3.4 Contract Services
Contractor maintenance of some equipment will always be
necessary within P&PD. Consequently, inclusion of monitoring
information into an automated MP will enhance Division management
decision making.
4.0 RECOMMENDATIONS
4.1 Specifics
The recommendations regarding this study involve both LSS
and PP&SS. The LSS, in conjunction with the PP&SS, should
identify the scope and level of responsibility of a Maintenance
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Program as a means of developing specific requirements for an
automated database to include monitoring:
- Spare parts procurement, use, and inventory
- Maintenance history, including costs and
downtime, of individual equipment items
- Maintenance requests and responses
- Scheduled preventive maintenance
- Contractual maintenance history and costs
- Remedial maintenance history and costs
In addition, the LSS should identify those training
courses considered essential to the proper performance of
designated maintenance responsibilities, and seek P&PD management
approval for this training. This concern is particularly
applicable to future equipment acquisitions involving new
technologies.
Based on the above monitoring requirements, the PP&SS
should develop a user-oriented computerized system -- VM, MIS, or
other -- to establish a database capable of handling the
identified requirements and satisfying future enhancements.
4.2 General
The LSS, in conjunction with the Production Manager and
the Branch/Staff chiefs, should implement a structured and well-
defined preventive maintenance program to insure the timely and
periodic servicing of those equipment items identified as needing
some type of PM attention.
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MEMORANDUM FOR: Chief, Printing and Photography Division, OL
OTAT
STAT FROM:
STAT
Systems ?Staff, and
Supply and Services Staff, Printing
Photography Division, OL
and
SUBJECT: Computerized Preventive Maintenance System
1. On Wednesday, 15 April,
visited NSA for the purpose of reviewing NSA's Computerized
Preventive Maintenance System. NSA has been involved in this
program for nearly ten years; however, several of the early
years were devoted to research, planning, and software develop-
ment. Their System is basically an off-the-shelf system
developed by Hewlett-Packard, and customized over the years by
NSA personnel to satisfy their expanding worldwide requirements.
NSA personnel estimated that they had over 100,000 accountable
pieces of equipment in their inventory, and a headquarters
maintenance staff of nearly 300 people. Obviously, their
operation is considerably larger than our objective of developing
a system for PUD equipment. One very noticeable fact was what
seemed to be unlimited resources in terms of facilities, equip-
ment, personnel skills, training, budget, and organization.
2. The visit was beneficial in that it was the first
opportunity for us to experience an operational system outside of
CIA. The NSA personnel were informative and cooperative in
exchanging information, and they left the door open for additional
contact and advice in the future. We were hosted by the Chief of
their Maintenance Operation. We were given a demonstration of
the H-P System's capabilities and how their "Dispatcher" System
works in recording information to the database. A visit to the
computer center, and a briefing by the Maintenance System
Engineer, with the use of samples of the various reports
printouts, was included in our visit. This Dart of the trip.was
STAT impressive, but we wished that had
accompanied us to facilitate understanding the more technical
aspects of developing, implementing, and enhancing the actual
computer operation. However, this may be possible at a later
date, considering NSA's invitation to share information. The
Engineering Manager suggested that rather than "reinvent the
wheel", that it might be possible for us to use their system,
should further evaluation show that to be a feasible alternative.
Of course, this would require concurrence by higher level
management of both agencies. So at this time it should be
considered merely as a possible option. NSA stressed that many
years of software development and refinement went into their
system before it achieved a satisfactory operational level.
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SUBJECT: Computerized Preventive Maintenance System
3. The output of NSA's system seemed to be very much in
line with what we envision the PUD system should be. The various
types of reports cover a wide range of information on costs,
frequency of repairs, individual equipment item histories, nature
of the problem, manhours and repair hours, and a cumulative
repair cost ratio to original purchase cost. Also of interest
was the fact that the maintenance personnel entered the
necessary data via the terminal for each maintenance occurrence.
It was indicated that there had been some resistance by the
maintenance personnel to this new responsibility, but that this
was no longer a problem.
4; Although not originally planned, the NSA personnel were
able to include a tour of their printing and production facilities.
The size of their operation, in terms of equipment and capability,
would appear to surpass ours. But the nature of their product
is more stereotyped, being mostly black and white and repetitive
in nature. This part of the tour offered an opportunity to
share some maintenance problems with the NSA production
STAT personnel. This was especially meaningful to
STAT
S. In summary, the visit provided an opportunity to exchange
information and gather advice from personnel who have been
through the "trial-and-error" frustrations of building a system.
It also offered the opportunity to share experiences with people
who have similar constraints regarding product, security, and
vendor accessibility. As previously stated, NSA's resources
seem to be considerably larger and more varied than ours. The
encouraging factor was the invitation to continue an informative
exchange and further evaluate NSA's H-P System as a basis for
patterning PUD's anticipated system.
-2-
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ATTAC 1-2:NT 2
STAT
STAT
STAT
STAT
November 18, 1981
MEMORANDUM FOR: The Record
FROM
SUBJECT
Plans, Programs, and Systems Staff (PPE4sS)
Printing and Photography Division, OL (OL/PUD)
Visit to NPIC to Review Maintenance Procedures
On Thursday. 12 Novemhpr 1q81,
of PUD visited
Chief, equipment Services Branch (ESB), NPIC for the purpose
of exchanging information and viewing NP1C's facilities, as
related to in-house maintenance and repair of NP1C's equipment.
Their maintenance effort is directed ?almost entirely towards
supporting the photo interpreters and their. equipment. Much of
their time is spent in responding to phone-in service requests,
all of which- is recorded manually on a card system. A sequen-
tial job number is assigned at the time of the service request.
The caller is responsible for furnishing the following:
a. Equipment Serial Number
b. Name
c. Room Number
d. Extension
e. LOgical Equipment Number (LEN NO.) - this is a computer
entry for future use.
f. Equipment Type
In addition-, ESB personnel record:
a. Date/Time of call
b. Date/Time. started
c. Date/Time finished
d. Total man hours
e. NPIC- Component
f. A narrative of the problem and the solution.
Weekly reports are compiled by the deputy branch chief
from the technicians data. A monthly report and statistical
summary is prepared by the branch Chief and forwarded to
higher management. No detailed records of costs are kept by
the technician or the branch in relation to each service call.
However, the branch does maintain general cost information
through the use of Form 88 for routine purchases through Pro-
curement Division, OL, and the extensive use of tYrir nr-ttv
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Al UHMENI L.
-?
STAT
SUBJECT: Visit to NPIC to Review Maintenance Procedures
cash fund to expedite parts procurement without all the normal
procurement "mumbo-jumbo". In more serious cases, it may be
necessary to call in a vendor. for repairs or maintenance. This
is usually done via the "100-S Number" routine, or through a
Procurement Purchase Order in more costly cases.
One thing that hasn't been mentioned yet is vendor con-
tract maintenance. This is a big item at NPIC. The ESB tech-
nicians play an informal role in diagnosing problems on equip-
ment that is under contract, and serve a formal role as COTR's
in monitoring the maintenance contracts AND COSTS. Some of
these statistics are included in the weekly and monthly reports
referenced previously.
The question of computer maintenance was also addressed.
ESB essentially provides no maintenance or repair service to
the computers. They are too specialized, the state-of-the-art
is constantly changing, and it requires total dedication by
the technician to understanding both the hardware and software
of the computer system. ESB will assist in diagnosing a pro-
blem and ?trying to service it via telephone "talk-thru" from
the vendor, but that's all.
ESB does get into the business of developing modifications
to light tables and supporting equipment. They also service
video display terminals, both in-house and with vendor support.
Most of ESB's technicians received their basic training
from the military. Local college courses and participation
in manufacturer's maintenance courses are emphasized. The
Branch consists of 8 technicians, plus a secretary, and Mr.
Positions are in the GS-scale and currently consist
of mostly GS-11's and 12's. Two of the technicians are close
to being engineers by virtue of their schooling, experience,
and expertise. The Branch- is actively seeking to recruit an
electronics engineer, but is encountering the usual problems
with this profession and,commercial recruitment benefits.
r ?
Parts inventory is a big problem. The ESB does not have
a firm handle on what it has, and has been attempting to manual-
ly inventory its parts stock with an eye towards a computer-
ized system in the future. Again, time and lack of personnel
are heard as limiting their current efforts.
Of particular interest was the fact that ESB does not
support the printing and photography facilities at NPIC, except
on an informal and occasional basis. Nor do they support
the other site. They are fully equiped in terms of electronic
2
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ATTA MENT 2
STAT
SUBJECT: Visit to NPIC to Review Maintenance Procedures
test equipment, machine shop fabrication facilities, and con-
siderable space in comparison to PUD's small shop. It was
quite obvious that their training budget and participation'
rate are noticeably greater than PE,PD's, especially when
they can afford $10,000 for one in-house manufacturer's main-
tenance and service course.
The visit was informative and interesting. Due to the
specialized mission of NPIC And its equipment, the possibility
of personnel and/or training exchange did not seem feasible,
nor was it mentioned.
3
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1.1111111111111111111111MOMIESEKT
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egular maintenance
:cuts press downtime
raN
? 4'
by Vincent O'Neal
Pi-At:LIE? wiTii press stops, paper
spoilage and schedule delays? Judd
& Detweiler Inc. of Washington,
DC may have un answer for you.
Over the past 10 years, J&D has
been taking a hard look at varioqs
press maintenance programs. "We
finally think we've hit On a combi-
nation that really ,works," notes
Kenneth King, J&D plant man-
ager. Judd & Detweiler has
adopted what they call a 12-hour-
per-month maintenance program.
In the past few months, the new
.l& l) program has decreased the
breakdown on a six-unit web offset
by over 50 percent.
"That's one half as much break-
down as under any previously tried
J&D maintenance arrangement,"
notes King. "-And, over the last 111
years, we've tried more than one
way to maintain a press."
Downtime was cut 60 percent
Since implementing the 12-hour-
per-month program, total break-
downs on the press have gone from
an average of 60 hours per month
to the present 12 hours per month.
To calculate the actual amountof
time the press is now unavilable for
use, the 12 hours the press is shut
down each month for maintenance
must also be added in. So the actual
downtime is now 24 hours per
month-12 hours of actual break-
down time plus a second 12 hours
shutdown for maintenance.
however, the press' new down
'
time of 24 hours per month is still
36 hours or 60 percent more effi-
cient than under any previous
Judd & Detweiler maintenance
program. A hefty savings, no mat-
ter how you look at it.
"If you figure that out for a
year," notes King, "that should
give us about 432 hours, or 18 extra
days, of running time on the press.
That's a big leap in productivity."
Once during each month, all J&D
maintenance support staff?
pressmen, engineers, and mainte-
nance people?assemble. They dis-
1.4?.rrAltv 195r2n
cuss what has been going on with
each J&D press, what might be po-
tential breakdown problems in the
near future, and what might be
done to prevent them.
At the meeting's end, a 12-hour
maintenance shut down time is
scheduled into each press schedule.
Maintenance personnel, pressmen,
and engineers then spend the next
several weeks gathering replace-
ment parts that will be needed for
the shut down, coordinating the
jobs that will be accomplished dur-
ing the 12 h.out period, and syn-
chronizing which team will do what
and when.
On the scheduled day, the press
is shut off and work begins. What
about results? "We've only been at
it three months so fur," notes King,
"but the results to date have been
very good.
"We looked at a lot of ways to up-
grade our productivity," King con-
tinues. "We looked at, for instance,
running the presses faster?but
that hampered our quality and ac-
tually increased our downtime. So
we started taking a long, hard look
at what we had and how we could
make it better. This resulted in the
12-hour-per-month maintenance
program."
The end to problems...
As he talked about the 250 em-
ployee, three-story plant, King
hinted at some future benefits he
might see in the J&D 12-hour plan.
"For instance, we're finding Jut
that 50 percent of our problems are
happening every nionth. So, we are
looking at ways to correct these
problem areas permanently. That
could decrease our 12-hour-per-
month period to possibly eight
hours down the line. Also, as we get
further into this as a team?
engineers, pressmen, and mainte-
nance crew?we're learning to Spot
potential problems more accu-
rately before we actually go into
the press. We can then correct the
problem more swiftly once we're
into the 12-hour shutdown period."
King feels that possibly the eight
?
Ron Lay, assistant pressroom superin-
tendent, and Ralph Picot?, pressroom
foreman, set cylinder bearers by check-
ing an impression made on strips of alu-
minum foil.
hour maintenance period, down the
line, might even be cut shorter?
possibly to five or .six hours.
"It's hard to say right now,"
notes King. "We could have much
bigger savings than we think later
on, but it's difficult to predict just
now...we'll need as much as a year
to know for sure."
If the 12-hour-per-month mainte-
nance effort does decrease to six
hours, the additional savings ob-
viously would make the program
an even greater success. What this
new program would do for our pro-
ductivity, costs in spoilage, press
quality and the like is really some-
thing," King notes.
Judd and Detweiler, which begun
printing parts of National Geo-
graphic magazine in the late
1800's, currently has three six-unit,
multi-color web offset presses; one
four-unit, and one eight-unit. So ul-
timately, the 12-hour-per-month
program that King is now extend-
ing to all five presses should save
the company about 66 days (over
two months) in breakdown time?
over their past maintenance/
breakdown experiences (See Chart
I, page 56 for calculations).
Getting your own plan started
How can u program like this be
established? "First of all," says
King, "collect a history of each of
the presses. How many hours per
month, on the average, has each
one been breaking down? What
have been the three or four most
frequent reasons for each press
failure? Would a plan like this be
worthwhile in your company's
situation?or should the company
begin with a modified version?
"Once we got that fur," notes
65
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; T.;(7k?
King, "I brought my case to man-
agement. I asked for a three-month
trial for our oldest and most
troubled press line."
Teamwork made it happen
"Once management gave us the
green light, it was time to discuss
the new maintenance possibility
with our engineers, pressmen und
maintenance crews. Essential to
this plan is that the press manage-
ment, in our case the day foreman,
run the program,". explains King.
"But all three groups?engineers,
in and pressmen?must
be willing to work as a team. That's
almost as important."
Judd & Detweiler regards the
Pressroom management as u iti-
m a t el y responsible for mainte-
nance of the presses. And, the engi-
neering and maintenance staffs
are seen as support staff to the
pressmen. The pressmen watch the
-presses, run the monthly mainte-
nance meetings, and decide the
when's and where's for mainte-
nance of their presses
"It's certainly a group effort,"
notes King. "The pressroom man-
agement knows it needs the experi-
ence of the maintenance and engi-
neer CreWS. They respect them. But
having the final responsibility rest
with the person actually running
the press rally started' turning
things around for us.
"At this point," observes King,
"it was time for our first mainte-
Robert Hanley, a press feeder at Judd & Detwiler, Inc., cleans an ink f wilator to
allow for more efficient ink flow to the press unit.
nonce staff meeting. "Here, each
segment of the maintenance opera-
tion discussed their experiences
with .each J&D press. Among the
things discussed were:
? What were the unique prob-
lems for each press?
? In enzh case, what seemed to
break down continually each
month?
? What could be done in a
12-hour period to insure that those
three to four breakdown reasons
just didn't appear for at least an-
other month?
Responsibility is divided
Once this was summarized, the
team determined priorities for the
work that. would be done during the
12 hours, how it would be syn-
ch realized and what the best
12-hour period would be for top
management. "At this point," says
King, "we were pretty much ready
to go. But a maintenance team is
needed before beginning."
"There are some things to watch
for," cautions King. "You need to
have a working team with a strong
leader from press management."
And, he notes the team needs to di-
vide up responsibilities. "We made
three decisions," King says. The
press crew is responsible for clean-
ing, lubrication, rollers, and inspec-
tion and information. The mainte-
nance crew takes cure of inspection
by machinist, breakdown prob-
lems, and work part repair. And the
12 HOUR MAINTENANCE PROGRAM EXPERIENCE
Older web
offset (15
yrs. or older)
Average age
web offset
(1-14 yrs)
? Breakdowns: Average Total
hours per month downtime
savings
Regular Maint. New 12 hr. with new 12 hr.
program program program
60 hrs.
45 hrs.
Percent
breakdown
savings
12 hrs. 36 hrs. 60%
10 hrs. 23 hrs. . 49%
engineering crew oversees problem
solving, major rebuilds, and equip-
ment replacement.
"We have all the parts we think
we will need assembled and ready
to go beforehand," says King "so
that we fl1*(! sure to schedule the 12-
hour maintenance shutdown when
all the parts and equipment we
might need will be available.
"Even if you are not big enough
to have your own engineering and
maintenance crews, this plan can
work with those you bring in. In
fact, sometimes it works better
than under normal emergency cir-
cumstances. This is true only if the
company has the right pressroom
lender," King emphasizes.
"The maintenance effort must be
kept to a maximum 12 hours only,"
says King. "In other words, get
agreement to shut the press down
for the 12 hours and keep your side
or the agreement?no matter what.
That's worked well for us."
Don't expect immediate results
Finally, King cautions printers
not to be disturbed after the first
12-hour shut down if nothing hap-
pens and the press breakdown fre-
quency doesn't change. "It didn't
change at all for us the rirst
month," says King. "Once we were
into the press, there was so much to
do. We knew we'd just have to set
our priorities and wait for a% lot of
until our second month's try." The
second 12-hour shift was when
things started happening for the
J&D 12-hour program. That month
the test press breakdown time
went from 60 hours to 30 hours, a 60
percent improvement. During the
third month, the press went from
30 hours of breakdown time to 12
hours, a 60 percent additional im-
provement. "And that's where we
are today," King states.
Can a company completely elimi-
nate breakdowns in time? "I don't
think so," King concludes. "I think
we can always count on 10 to 12
hours of breakdowns per month ...
But, of course, I would be willing
for it to happen."
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